The goal of the training session: to establish a goal-oriented mindset
The training session is designed to address a common issue in operational practice: many tasks are completed thoroughly, but they are not truly aligned with the organization's overall goals. When objectives and actions are not interconnected, it becomes difficult to assess work effectiveness comprehensively and consistently.
Through the OKR approach, RIDE aims to help each individual better understand their role in the overall picture, recognize the connection between the Institute's goals, departmental objectives, and daily tasks, thereby enhancing proactivity and responsibility in execution.
What is OKR and how is it approached at RIDE?
The training session was led by Dr. Trần Nguyên Các, focusing on clarifying OKR – Objective & Key Results – in a way that is relevant to the context of RIDE. OKR is viewed not as a rigid management model, but as a results-oriented mindset.
Through that:
- Each individual understands clearly the goals they are aiming for
- Accurately assess the actions being taken
- Determine the criteria for measuring daily work efficiency
How are OKRs applied in the work practice at RIDE?
A key focus of the training session is how RIDE guides the application of OKR in operational practice. At RIDE, OKR is used to connect the strategic goals of the Institute with the work objectives of each team and individual, creating seamless integration throughout the entire work system.
Instead of working from a disjointed task list, each task is placed in relation to the organization's overall goals at each stage. This helps individuals not only know what they need to do but also understand why that work is important and what results need to be achieved.
Illustrative example: OKR in implementing internal training activities
During the training session, OKR was illustrated directly through internal training activities at RIDE, with the goal not only of having enough sessions but also of ensuring the quality of content, the level of participation, and the ability to apply it to work.
The key results are defined at each stage, helping to track progress, make timely adjustments, and ensure that training generates real value. This approach shows that OKR is a clear, focused, and effective work organization tool.
From long-term goals to daily actions
One point emphasized in the training session is the breakdown of long-term goals into specific actions at each level. At RIDE, OKRs are implemented from the Institute's annual goals to phase-specific objectives, and finally to specific tasks on a weekly and daily basis.
This approach helps ensure that goals are not just on paper, but are transformed into actions that can be tracked and adjusted regularly. In this way, OKR supports each individual in maintaining focus, discipline, and a work pace that aligns with actual requirements.
“If others can do it, we can do it”
Throughout the training session, a highlighted message left many reflections: “If others can do it – so can we.” This message does not encourage setting overly ambitious goals in a short time, but emphasizes the value of perseverance, discipline, and continuous improvement in the pursuit of goals.
This is also the spirit that RIDE aims for in building the team: each individual proactively self-evaluates, continuously adjusts their methods, and enhances the quality of execution in their daily work.
Conclusion
For RIDE, OKR is not a short-term solution but a tool linked to long-term development strategy, reflecting core values such as proactivity, discipline in execution, and accountability for results. Through internal training, RIDE gradually builds a work environment where each individual clearly understands the goals, takes directed actions, and contributes to the common objectives. The ninth internal training session concluded with a high level of consensus on the OKR approach, contributing to enhanced execution effectiveness and reinforcing the organization's sustainable development foundation.