Background of OKRs
In the age of digitalization, a quick change of direction is often necessary. Strategic goals that were pursued in the last quarter may be outdated today. Classic performance management with annual cycles and complex processes is therefore difficult to reconcile with an agile way of working. In addition, employees often don't really identify themselves with the cascaded targets and the bar is deliberately kept low, especially if target achievement is linked to compensation.
A new approach to the measurable implementation of strategic goals is the so-called OKRs - Objectives and Key Results. OKRs are not linked to remuneration and are deliberately formulated in a challenging way. The employees themselves determine how they can contribute to achieving the organizational goals. However, this also requires a culture in which employees can assume ownership and have the freedom to help shape the business.
The method, which is quite simple in theory, often proves to be quite complex in practical implementation. Existing processes have to be rethought and abolished and a new mindset has to be established. In addition, a new management style is required. Far too often important management decisions are made from the gut and the consequences are not analysed.
In this training you will get to know the approach of Objectives and Key Results and learn why they gain importance in times of digitalization. You will also receive many practical tips on how to successfully implement OKRs in your company. We will continue to make small detours into economics, psychology and neuroscience to better understand how we make better decisions based on measurable data, how we, or our brain, makes decisions and why we find it so difficult to achieve set goals.
After the course you will...
- understand the method of Objectives and Key Results compared to classical Performance Management.
- be sensitized to make management decisions based on measurable data.
- understand which psychological and neurological processes are activated when making decisions and achieving goals.
- know concrete strategies for the implementation of OKRs in companies.
- have some tools you can use to track OKRs in the company.
- know what to consider when implementing OKRs and what obstacles can occur.
First, Diana introduces the method of Objectives and Key Results and places it in a larger context of agile work. As a participant you will understand what OKRs are and how they differ from classic performance management. You will experiment with your own OKRs and learn how to formulate OKRs correctly.
In order to derive good OKRs, we have to deal with how we make decisions. Diana gives you an insight into which biases our brain is subject to when making decisions and how we can make more objective management decisions through empiricism and measurability.
Since OKRs only work with intrinsic motivation, Diana gives you a brief insight into psychological processes that allow us to achieve our goals or not.
In order for you to understand how OKRs are used in companies, we use a case study to derive exemplary Objectives and Key Results. Starting with organizational OKRs, we break them down to individual goals and get to know the typical OKR process. Diana will show you some tools you can use when introducing OKRs.
Finally, we will deal with the question of what needs to be considered when introducing Objectives and Key Results, who should be involved and how, and which impediments and challenges can occur. Diana will be happy to share her experiences from the consulting projects, give practical tips and answer your individual questions.
If you are involved in strategy implementation or target agreement processes in your company and wish to change something, then come to our OKR course and benefit from our knowledge and especially from our practical experience in introducing OKRs into companies.
Diana Bister is a consultant, trainer and enterprise coach. She supports companies in agile transformation and the introduction of Objectives and Key Results (OKRs). Diana has been supporting companies from various industries for over 10 years. Working in partnership with executives and HR professionals, she drives change towards a more agile way of working.
Diana is a graduate psychologist and considers not only the individual but also the systemic perspective in change projects.
At Agilar Germany she is an Organisational Scrum Master and accompanies the internal OKR process.