Many companies these days start to experiment with Objectives and Key Results (OKR) to follow promises of higher performance, better alignment and even a new culture of collaboration. After the first enthusiastic steps (or quarters) the glamour often fades and frustration sets in: the alignment takes way too long, the focus is not clearly given, outcome-orientation is still a buzzword and the collaboration improved, if at all, only slightly.
Is OKR maybe overrated? Or what does it take to really change the way we work with goals to develop our organizations?
In this talk we will pursue the typical challenges of organisations with new ways of goal setting and show how utilizing OKR as a concept for organizational learning can develop your organization over time – if you dare to take courageous decisions along the way.