OKRs are seen as the new miracle cure in the context of goal and strategy definition. Can it live up to this claim and what does this mean in concrete terms?
What are Objectives and Key Results OKR?
Objective: What is to be achieved?
Key Result: How should it be achieved?
Why OKRs and agility complement each other perfectly
In order to address the current challenges of complexity and rapid change cycles, companies and especially HR departments need alternative models.
Agility provides the mindset to work together at eye level - OKRs make the mindset feasible.
OKRs and agility combine essential attributes such as focus, alignment, transparency, collaboration, self-organization, short cycles, commitment, to name but a few.
Agility requires transparency for it to work. OKRs create transparency and thus represent an essential factor for changing a culture. OKRs are public for all organization members, which means maximum transparency, just as agility in the form of Kanban or Scrum Boards lives.
Negotiation instead of cascading, alignment and autonomy, accountability are important drivers in agility and are translated into concrete activities with OKRs. For example, the OKR process provides for many artifacts that we know from agility. OKRs are defined in a planning, a review is held to share the results, one meets for refinement before the planning starts and after each iteration a retrospective takes place to learn.
Are OKRs the new miracle cure in the context of goal and strategy definition?
Discuss this question with us and define the answer specifically for your company.
Improuv has been a strong partner for years in agile implementation through to agile transition at all organizational levels. Objectives and Key Results are a logical part of agile organizational development - for us, OKRs belong in an agile organization.