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: