How Can Struggling Retail Businesses Attain Success Through OKRs?

retail businesses OKR

To this day, COVID-19 has been a major problem for companies in every sector of the economy. The same holds true for the retail sector, especially for brick-and-mortar stores. Those businesses with a weak online presence are experiencing the effects of consumers’ shift away from the high street in favor of online shopping.

retail businesses OKR

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As a failing store, you might face COVID issues in a number of ways. But how do you even start? When deciding what to do first, how do you make that decision? Is there not a risk?

The questions you have are ones that many of our customers have asked us. In light of the difficulties posed by COVID-19, we will explore the usefulness of the Top OKR Software for struggling shops.

Incorporating OKRs into your business strategy and ensuring their success

After a quick introduction to OKRs, I will now describe how to implement them effectively in your organization. When firms first implement the Best OKR tracking software, they often do so with the best of intentions, but after a few months, their desire dwindles and they revert to business as usual, with the same ineffective consequences.

Expect the start of your OKR journey to be a bit rocky

OKRs as a concept are straightforward; the real challenge is in developing meaningful goals and KPIs for your organization. If you discover that your OKRs get put on the back burner as more pressing tasks arise, it may be because you haven’t defined a target that is either sufficiently essential or relevant to your organization. This is typical, and it can be overcome by reviewing the OKRs once again. You may make adjustments to the OKRs or come up with whole new ones to try out after you and the employee have had an honest conversation about why they didn’t work and what the employee didn’t find worthwhile or helpful about them.

Always keep in mind that you are not alone; this is something that everyone must face at some point. If you want to learn what works for you and your firm, you have to get started. Like any other business, yours will inevitably encounter challenges and have to adjust its initial goals and measures of success along the way.

Set a regular date to check-in.

Due to our ever-increasing workloads, we’ve all been known to postpone important meetings. But sticking to a strict check-in schedule is essential for OKRs to have any effect at all in your organization. Every week, you should meet with your team to discuss their progress and identify any roadblocks that are keeping them from achieving their objectives. Weekly check-ins are a great way to keep your team motivated and on track to meet their key targets.

There is no need for a lengthy weekly meeting of 30 minutes; even a weekly meeting of 10 minutes to catch up on news is sufficient. There will be no sense of urgency to attain the crucial goals if they know you are frequently going to skip your check-in meeting or put it back. When your team stops caring about the end result, you know you’ve lost the war. They won’t take your OKRs seriously if they believe you don’t take theirs seriously.

Improve the level of openness in your organization.

OKRs are great since they allow everyone to keep tabs on each worker’s growth and development. Because of this, every member of your team will be able to observe the overall improvement in performance. Transparency in the workplace has been shown to significantly improve efficiency and effectiveness. It ensures that everyone is doing their part and that the team as a whole stays on track. However, many people are intimidated by this idea because they worry about social stigma if they don’t succeed.

An environment of support and optimism can go a long way toward reversing this trend. Make sure you are being helpful in your feedback, but never be condescending or embarrassing to your staff. If they keep their job secret, it will become increasingly difficult to achieve your OKRs. Make sure upper management is as upfront about their own OKRs and sets the tone for the company. They need to be honest with their team about the times they fell short of their goals. Your staff will see that it’s OK to not always obtain 100%, but it is critical that they are transparent and honest about their outcomes.

Always use measurable metrics for your KRs.

Numbers should always be a part of your most important results. No matter how well you think you did, it’s impossible to know for sure if your goals were met if they’re too vague or open to interpretation. If everyone is not on the same page and heading in the same direction, the whole exercise is for naught. The odds are high that you haven’t come up with the right target for your team member if you’re having trouble figuring out how to quantify your results.

Numbers may be used to describe anything. So, for instance, if you want to guarantee that a team member provides excellent customer service, you could:

You may gauge their performance by monitoring a variety of metrics, such as the percentage of satisfied customers who leave positive feedback, the number of completed purchases, and the average length of customer service calls.

Indicators, which inform you if the goal is being reached, might be directly tied to the aim or only tangentially related.

Keep it basic

OKRs’ strength lies in their brevity. After they’ve been established, workers are free to choose the methods they feel would produce the best outcomes. Instead of using OKRs as a tool for control and micromanagement, use them to inspire and motivate your team members. They serve as a beacon to keep your staff headed in the correct way.

The fun of setting OKRs might be lost if too much time is spent in meetings, paperwork, and other tedious activities. The fact that they have to be squeezed into an already full schedule makes employees see them in a restricted perspective, rather than as an opportunity for growth and development.

A second common error that companies make when trying to adopt OKRs is to include unnecessary mini-key findings in regular reviews. To provide one example, they may notice that a worker is falling short in their effort to achieve a certain objective. They step in and add a few more critical mini-results, which only serve to baffle and overload the worker, resulting in zero progress being made. It is OK and even advised that you make some minor adjustments to the most important findings. But do it properly by removing the old one and installing the new one in its place. Don’t add more and more requests to the mix, since this will just slow down the process and reduce your chances of success.


Let’s review the value of O&KRs once more before we wrap up. Implementing OKRs:

  • Offers a definite course of action for both workers and supervisors.
  • Supports increasing the overall effectiveness of the company’s teams.
  • Enhances the group’s capacity to make long-term choices
  • Helps workers see the larger picture so they may better match their efforts with the company’s goals.
  • Facilitates a stronger sense of belonging at work, which in turn increases workers’ enthusiasm for and commitment to the company.
  • Facilitates the development of cohesive cross-department teams.

Businesses are continuously on the lookout for new methods of goal-setting, performance-driving, and outcome-enhancing. Okr tracking software assist them in bettering the alignment, connection, and engagement of their team members with the organization’s goals. They allow a company to zero down on the “what,” “how,” and “why” of its objectives.

The OKR technique is one of the greatest frameworks for driving corporate success, employee engagement, employee productivity, and performance at every level of the company.

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Gaurav Sabharwal


Gaurav is the CEO of JOP (Joy of Performing), an OKR and high-performance enabling platform. With almost two decades of experience in building businesses, he knows what it takes to enable high performance within a team and engage them in the business. He supports organizations globally by becoming their growth partner and helping them build high-performing teams by tackling issues like lack of focus, unclear goals, unaligned teams, lack of funding, no continuous improvement framework, etc. He is a Certified OKR Coach and loves to share helpful resources and address common organizational challenges to help drive team performance. Read More

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