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Agile Mitarbeiterführung mit OKRs / Manage Agile 2017 / Berlin

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Die Großen der Branchen - wie Google, LinkedIn, Zalando, Red Bull, Oracle & Co. - machen es vor. In modernen Unternehmen wird ein modernes und zeitgemäßes Framework zur Mitarbeiterführung verwendet - OKR (Objectives & Key Results). Zielvereinbarungen und New Work sind Gegensätze? OKR verbindet beides! Wir stellen die Methode und das Framework ausführlich vor und zeigen, warum es gerade jetzt - in Zeiten der digitalen Transformation - so erfolgreich ist.

Published in: Leadership & Management
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Agile Mitarbeiterführung mit OKRs / Manage Agile 2017 / Berlin

  1. 1. 1 17.11.2016 / Manage Agile / Berlin Patrick Lobacher & Christian Jacob www.pluswerk.ag OKR Agile Mitarbeiterführung mit Objectives & Key Results (OKR)
  2. 2. +Pluswerk AG 2 Ihr Partner für die Digitale Transformation 17.11.2016 | Objectives & Key Results | OKR
  3. 3. 317.11.2016 | Objectives & Key Results | OKR
  4. 4. +Pluswerk AG in a nutshell 4 • Gegründet 2010 (als GmbH/AG, Vorgänger seit über 20 Jahren) • Mehr als 130 Mitarbeiter an mehr als 10 Standorten in Deutschland, Polen, Süd Afrika und Rumänien • Spezialisiert auf komplexe und anspruchsvolle Lösungen im Bereich der “Digitalen Transformation” • Our core values: • Partnerschaftlich • Leidenschaftlich • Werthaltig & Qualitativ • Kreativ & Innovativ Patrick Lobacher Vorstandsvorsitzender 17.11.2016 | Objectives & Key Results | OKR
  5. 5. 5 +Pluswerk AG - Fullservice Agentur für die Digitale Transformation Beratung Agentur Systemhaus 17.11.2016 | Objectives & Key Results | OKR
  6. 6. 6 Innovations Design Thinking Lean Startup Lego Serious Play Business Model Canvas Value Proposition Design Lean Canvas Objectives & Key Results 4DX Working Out Loud New Work Management 3.0 Team-Development Leadership Coaching Organizational Consulting Process Consulting Change Management (Large Group) Moderation IT-Consulting Project Management Agile / Lean People Processes 17.11.2016 | Objectives & Key Results | OKR
  7. 7. 7 Referenzen ...und weitere 50+ Kunden - allen Branchen / Unternehmensgröße und -alter 17.11.2016 | Objectives & Key Results | OKR
  8. 8. Mitarbeiterführung 8 im Wandel der Zeit 17.11.2016 | Objectives & Key Results | OKR
  9. 9. 9 Performance Management Unternehmen MitarbeiterLeistung / Performance Arbeitsvertrag (Geld für h) / um 1900 / Taylorismus - 2. Industrielle Revolution PMS (Geld für Leistung) / ab 1950 17.11.2016 | Objectives & Key Results | OKR
  10. 10. 4. Industrielle Revolution3. Industrielle Revolution2. Industrielle Revolution 10 Performance Management 1954 1960 1970 1980 1990 2000 2010 2017 Management by Objectives (MbO) Objectives & Key Results (OKRs) S.M.A.R.T. Goals Key Performance Indicators (KPI) 17.11.2016 | Objectives & Key Results | OKR
  11. 11. 11 MbO als PMS ● Ziel dieses Verfahrens ist es, die strategischen Ziele des Gesamtunternehmens und der Mitarbeiter umzusetzen, indem Ziele für jede Organisationseinheit und auch für die Mitarbeiter gemeinsam festgelegt werden ● Jahreszielgespräche ● Oftmals inkl. Bonus für Erreichungsquote 17.11.2016 | Objectives & Key Results | OKR
  12. 12. Nur 13% aller Mitarbeiter (weltweit) sind wirklich motiviert in ihren Jobs... 12 Nur 55% aller Manager können wenigstens ein Unternehmensziel nennen... Gallup Daily Tracking, Januar 2016 17.11.2016 | Objectives & Key Results | OKR
  13. 13. “We basically unplug anything which is anual. The notion is that, in the digital age, sitting down once a year to do anything is weird, it’s just bizarre.” 13 Jeff Immelt, CEO GE, 2015 Was ist falsch am MbO? 17.11.2016 | Objectives & Key Results | OKR
  14. 14. “Allthough we are using agile tactically, we are using waterfall for strategy and goal setting” 14 Felipe Castro, 2016 Was ist falsch am MbO? 17.11.2016 | Objectives & Key Results | OKR
  15. 15. 15 MbO als PMS - Wasserfall par exellence Top down Unidirectional Irreversibler Flow Keine Feedbackschleifen Keine Transparenz ... 17.11.2016 | Objectives & Key Results | OKR
  16. 16. 16 Culture “Agile Culture” Strategy Anual static planning Goals Cascading (waterfall) goals Tactics (Products / Prozesses) Lean Startup, Lean Production, ... Operations Agile development Half-baked agility - Level 3 Waterfall legacy 17.11.2016 | Objectives & Key Results | OKR
  17. 17. Warum sind wir nicht fähig, Strategie und Ziel-Management vernünftig auf die Straße zu bekommen? 1717.11.2016 | Objectives & Key Results | OKR
  18. 18. 18 Strategie (Ziele) Umsetzung (Execution) 17.11.2016 | Objectives & Key Results | OKR
  19. 19. 30% : Koordination zwischen Menschen 19 Why Strategy Execution Unravels, HBR - 2015 40% : Alignment zur Strategie 17.11.2016 | Objectives & Key Results | OKR
  20. 20. OKR 20 Agiles und modernes Führen von Mitarbeitern 17.11.2016 | Objectives & Key Results | OKR
  21. 21. 2117.11.2016 | Objectives & Key Results | OKR
  22. 22. 2217.11.2016 | Objectives & Key Results | OKR
  23. 23. 23 OKRObjectives & Key Results 17.11.2016 | Objectives & Key Results | OKR
  24. 24. Geschichte von OKR 24 • Ende der 70er Jahre: Erfindung von OKR durch Andrew Grove (Mitbegründer Intel) Grundidee: MbO modernisieren und mit SMART verheiraten • Einsatz bei Google seit 1999 bis heute • Starke Verbreitung (Silicon Valley) durch John Doerr (Management Berater) • Einsatz zunächst vorwiegend in USA bei LinkedIn, Twitter, Apple, Oracle, Zynga, Ebay, Spotify, booking.com, … • Seit 2014 zunehmend auch in Europa bzw. EMEA: Audi, Breuniger, Red Bull, Zalando, Edeka, Lamudi, Stylelight, MyMüsli, trivago, Freeletics, Foodora, Westwing, Wattenfall, [DAX-Konzerne], ... 17.11.2016 | Objectives & Key Results | OKR
  25. 25. (Eine) Definition von OKR 25 OKRs is a critical thinking framework and ongoing discipline that seeks to ensure employees work together, focusing their efforts to make measurable contributions that drive the company forward. (Ben Lamorte) 17.11.2016 | Objectives & Key Results | OKR
  26. 26. 26 Werte OKR Alignment Transparenz (Intrinsische) Motivation Selbst- Organisierende Teams Ständige Verbesserung Kurze Iterationen Fokus Commitment Prinzipien OKR Gamification 17.11.2016 | Objectives & Key Results | OKR
  27. 27. Objectives 27 Inspirierend Erreichbar Kontrollierbar Fortschritts- basierend Quantitativ Richtungsweisend Spezifisch Im Zyklus umsetzbar Key Results Unterstützt Business Value Qualitativ Ver. & Hor. Alignment Verhaltens- orientiert 17.11.2016 | Objectives & Key Results | OKR
  28. 28. Objective 28 Make an awesome launch of the new website 17.11.2016 | Objectives & Key Results | OKR
  29. 29. Objective 29 Go from 0,5% to 2,5% in conversion rate 3,000 inbound links from Press Release Go from 200 to 20,000 visitors Key Results Make an awesome launch of the new website Task 1 Task 2 Task 1 17.11.2016 | Objectives & Key Results | OKR Lag Measure Lead Measure
  30. 30. 30 UNTERNEHMEN ABTEILUNG TEAM PERSÖNLICH 17.11.2016 | Objectives & Key Results | OKR
  31. 31. 31 Das OKR Framework Leitbild (MSC) Moals OKR ZyklusOKR Planning Weekly OKR OKR Review Retros- pektive OKR-Liste OKR Master Standard OKR Erweiterung von pluswerk:consulting ca. 3 - 10 Jahre ca. 1 Jahr 3-4 Monate 17.11.2016 | Objectives & Key Results | OKR
  32. 32. 3217.11.2016 | Objectives & Key Results | OKR Der OKR Zyklus Methoden ● Kreativmethoden ● Design Thinking ● Lego Serious Play ● Open Space ● World Café Tools ● Boards ● Software ● Apps ● Integrationen Customizing ● Zyklus Anpassung ● Kultur ● Arbeitssituationen ● KPI ● Leaderboard Begleitung ● Konzeption/Strategie ● Audit ● Adjustierung ● Supervision ● Training ● Coaching / Sparing Verschiedenes ● Skalierung ● Betriebsrat ● Datenschutz ● Change Management ● Kulturentwicklung
  33. 33. 3317.11.2016 | Objectives & Key Results | OKR OKR-Master Zertifizierung • Weltweit erste zertifizierte Ausbildung zum OKR-Coach • Dauer der Grundausbildung: 3 Tage • Zertifikat nach erfolgreicher Abschlußprüfung • Der OKR-Master ist der Experte für den Prozess im Unternehmen. Er treibt die Einführung voran. Dabei ist er jederzeit Ansprechpartner für Fragen rund um den Prozess. Darüber hinaus antizipiert der OKR-Master Hindernisse des Prozesses und sorgt für deren Lösung. Der OKR-Master ist der Motor des Wandels. Certified OKR-Master Training (COM) 09.-11.01.2017 München http://bit.ly/2g1b0eq
  34. 34. 34 Warum OKR? OKR sollen Unternehmen dabei helfen: • Mitarbeiter intrinsisch zu motivieren • Zielerreichung / Produktivität zu steigern • einen strukturierten Zielvereinbarungsprozess zu gewährleisten • die Erwartungen an die Aufgaben der Mitarbeiter zu spezifizieren und klären • die unternehmensinterne Kommunikation durch Transparenz und Sichtbarkeit zu verbessern • die Indikatoren für Prozessmessung einzurichten • die Ziele und Ergebniskennzahlen durch die ganze Organisation zu verknüpfen 17.11.2016 | Objectives & Key Results | OKR
  35. 35. Wichtig! 35 OKR are easy to understand but difficult to master! 17.11.2016 | Objectives & Key Results | OKR
  36. 36. Wichtig! 36 OKR ist ein Kultur-(Veränderungs)-Prozess Kulturprozesse sind Change-Prozesse 17.11.2016 | Objectives & Key Results | OKR
  37. 37. Einführung 37 von OKR 17.11.2016 | Objectives & Key Results | OKR
  38. 38. Planungsphase 38 • Wird OKR überhaupt benötigt? • Führungsteam überzeugen • Level der Einführung festlegen (Pilot, FK, …) • Einführungsplan erstellen 17.11.2016 | Objectives & Key Results | OKR
  39. 39. Einführungsplan 39 • Change Management begleiten! • Ausbildung (OKR-Master, Trainings, Webinare, …) • Leitbild entweder erstellen oder bestätigen • Mid-Term-Goals (MOALS) erstellen • 1. Level der OKR erstellen • Präsentation der ersten OKR • Monitoring der OKR • Report am Ende des Zyklus und Adjustierung 17.11.2016 | Objectives & Key Results | OKR
  40. 40. Betrieb 40 • Change Management begleiten! • Ausbildung (OKR-Master, Trainings, Webinare, …) • Weitere Level der OKR erstellen • (Präsentation der ersten OKR) • Monitoring der OKR • Report am Ende des Zyklus und Adjustierung 17.11.2016 | Objectives & Key Results | OKR
  41. 41. Tools 41 • Excel / Google Sheets • Trello • Confluence • Perdoo • Better Works • 7Geese • … 17.11.2016 | Objectives & Key Results | OKR
  42. 42. Nächste Schritte 42 mit OKR 17.11.2016 | Objectives & Key Results | OKR
  43. 43. 43 Publikationen In der Ausgabe 05 / 2016 des renommierten Magazin für Führung, Personalentwicklung und E-Learning "wirtschaft & weiterbildung" ist ein Artikel von uns mit dem Titel "Agile Führung mit Vision"erschienen, der die Managementmethode OKR (Objectives & Key Results) ausführlich vorstellt. Der „Human Resources Manager“ ist die offizielle Publikation vom Bundesverband der Personalmanager. In der aktuellen Ausgabe 03 / 2016 haben wir einen Artikel zum Thema "Maximale Transparenz – Wie das Konzept 'Objectives & Key Results' (OKR) hilft, agil zu führen." veröffentlicht. In der Zeitschrift „PERSONAL FÜHRUNG“ (Das Fachmagazin für Personalverantwortliche) erschien in der Ausgabe 10.2016 ein Artikel mit dem Titel “Mehr Selbstorganisation durch Objectives & Key Results - Mitarbeiterführung in Zeiten der Digitalisierung” 17.11.2016 | Objectives & Key Results | OKR
  44. 44. 44 Publikationen okr-beratung.de amomi.de 17.11.2016 | Objectives & Key Results | OKR
  45. 45. 45 Publikationen 17.11.2016 | Objectives & Key Results | OKR
  46. 46. 46 Publikationen okrguide.org Amazon 17.11.2016 | Objectives & Key Results | OKR
  47. 47. 47 Video Training www.video2brain.com 17.11.2016 | Objectives & Key Results | OKR
  48. 48. 48 Speaker Agile Mitarbeiterführung mit OKRs 17. November 2016, 11:35- 12:20 Uhr Das agile Unternehmen – Digitale Transformation im Praxiseinsatz 24.10.2016OKR und BVB - Warum OKR der bessere Cristiano Ronaldo ist oder warum Scrum nicht reicht, um agil zu sein | 03.06.2016 How leadership of employees via Objectives und Key Results (OKR) speeds up the digital transformation at EDEKA | 26.10.2016 17.11.2016 | Objectives & Key Results | OKR
  49. 49. 49 Schulung 17.11.2016 | Objectives & Key Results | OKR • Objectives & Key Results (OKR) - Kompakt Training • 09.01.2017 / München • https://www.xing.com/events/objectives-key-results-okr-kompa kt-training-1750784 • Certified OKR-Master Training (COM) • 09. - 11.01.2017 / München • https://www.xing.com/events/certified-okr-master-training-co m-1749360
  50. 50. Vielen Dank! 50 Und viel Erfolg mit OKR :-) okr-beratung.de Vortrag ⇔ Visitenkarte 17.11.2016 | Objectives & Key Results | OKR
  51. 51. KONTAKT 51 Christian Jacob christian.jacob@pluswerk.ag +49 89 130 145 22 Patrick Lobacher patrick.lobacher@pluswerk.ag +49 89 130 145 20 Magnus Schubert magnus.schubert@pluswerk.ag +49 2204 842662 pluswerk:okr +Pluswerk AG Wilhelm Hale Str. 53 80639 München T: +49 89 130 145 0 F: +49 89 130 145 10 info@pluswerk.ag www.okr-beratung.de www.pluswerk.ag 17.11.2016 | Objectives & Key Results | OKR

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