Moderne Mitarbeiterführung mit OKR
Weg von MbO, hin zu agilen Zielen und selbstmotivierten Teams
Aufwändige Verhandlung von MbO-Zielen (Management by Objectives), welche nach wenigen Monaten schon wieder überholt wirken?Mitarbeiter werden durch Bonusziele demotiviert oder agieren nur noch egoistisch? Lerne von Intel, Google & Co., wie man Mitarbeitern mehr Eigenverantwortung übergibt und sie sich selbst zu Bestleistungen antreiben – auch ohne Bonus. Wir helfen dir beim Einführen von OKR in deinem Unternehmen in der Schweiz.
Artikel zu diesem Thema
OKR - intrapreneurship at its glance
Fostering innovative strength
More agile organizational development
OKR Playbook
Embedding
Trainings
Support
Tools
Is my organization also prepared to cope with the consequences of a more modern work organization?
How can I introduce OKR and what opportunities and risks does OKR pose for the organization in Switzerland?
In most organizations, OKR triggers a cultural change away from top-down management. For many managers who have previously worked more with a command & control approach, a change is a challenge, accompanied by a feeling of loss of control. At the same time, the extended responsibility associated with the associated competencies and expectations can also overwhelm and unsettle many employees. We'll show you how you can sustainably introduce OKR in your company in Switzerland.
What is OKR?
OKR is a modern management goal-setting system which, as you can tell from the name, is fundamentally based on two essential elements, Objectives and Key Results. The objectives are qualitative goals that are linked to measurable means of achieving goals, the key results. If all key results associated with an objective are achieved, the objective is also achieved. If, for example, increasing the level of awareness of one's own website is formulated as an objective and the associated key results are “15 social media contributions with reference to our website” and “increase the number of visitors to our website by 500 visitors,” the key results are clearly determined and measurable, and on the other hand, the level of awareness of the website will almost certainly have increased provided that the key results have been met. The key results do not have to be met 100%, quite the opposite. The goals and, accordingly, the key results should be set so ambitiously that meeting them 100 percent is virtually impossible. This should increase motivation to work on goals.
The framework within which the objectives and key results are defined depends on the company structure. For example, it is conceivable to provide for OKR teams, with the members working together towards collective goals in addition to the individually defined objectives. At the beginning of an OKR cycle (usually: quarterly), management, teams and all employees define their OKRs and work towards achieving them until the end of the period, with, ideally, a meeting taking place weekly at which the members of a team inform each other about their progress. Depending on the situation of the specific company and the hierarchical level at which specific objectives are formulated, long-term, medium-term and short-term goals can serve as objectives. Regardless of the duration, OKR meetings should definitely take place after the specific period has ended, analyzing the successes or failures and reflecting on the previous cycle in retrospective.
On the subject Objectives and stumbling blocks when dealing with OKRs Does our specialist answers the most important questions on our blog.
We are happy to help you introduce OKR in your company in Switzerland.
Facts
Some figures about us
140+
satisfied customers
2 hours
average response time to support requests
600+
Support tickets solved per year
Diverse team
Experts with a wide range of backgrounds
Excerpt of completed projects
