The myth & holy grail of Agile & OKR
Torsten Schollmayer
21

Thanks for sharing! Glad to continue the conversation :-)

use them [Agile / OKR] to change your organization, to change your people and to change your business to be sustainable, useful and successful.

Couldn’t agree more. To extend on what I shared at #pcampb16, here’s an interview that provides further context about our experience with OKR. Christoph describes how we piloted the method at Zalando Tech and eventually rolled-out OKR throughout the company.

All the current OKRs are solely built & defined top-down from the management.

You can take actions to prevent this. Setup processes and workgroups to review OKR, ensure there is bottom-up participation and assess how much teams feel involved in the process and ownership of their goals.

You can approach grading and collaboration goals similarly. Run retrospectives / health checks regularly and make them mandatory.

If you want to go meta, you can even write OKR about these things.

The hard thing about OKR is that it requires a change in how you organize and how you communicate.

Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations. — Conway

For all its familiarity, it is important to reiterate the standard disclaimer about organizational transformations:

Whatever the method or philosophy you’d like to install, you need strong buy-in & visible support from top management to make it stick.

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