The KPI-OKR system: articulating the paradoxical tensions of strategy and execution

We adopt a paradox theory’s lens to discuss “Objectives and Key Results” (OKRs), a third generation of goal-directed, management-by-objectives systems, which was preceded by “management by objectives” and “goal setting.” We not only explore both the similarities and the differences between OKRs and alternative systems, but also assert that in combination with “Key Performance Indicators” (KPIs), OKRs can compose a dual system to simultaneously consider strategy and execution with a focus on both stability and change. Using vignettes from practice, we argue that the combined adoption of KPIs and OKRs (KPI–OKR) allows managers to invest in the pursuit of current objectives while simultaneously promoting new strategic objectives. In this way, the KPI–OKR combination may constitute a (new) form that promotes ambidexterity through a paradoxical approach to organizational goals. We locate the difference brought by the OKR system in this potential to articulate paradoxical demands.