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Objectives & Key Results
Agiles Zielmanagement und
moderne Mitarbeiterführung mit OKR
Patrick Lobacher
28.06.2017
1
Agile Leadership and Goal Management
with Objectives & Key Results (OKRs)
29.08.2017 | ALE2017
Patrick Lobacher
consulting
Let me introduce myself
Patrick Lobacher
“living“ agile since 15 years
CEO of pluswerk.consulting
Consultant, Trainer, Author, Coach
2
Website: pluswerk.consulting / okr-beratung.de
3
Innovations
Design	Thinking
Lean	Startup
Lego	Serious Play
Business	Model	Canvas
Lean	Canvas
Value	Proposition	Design
Google	Sprint
Open	Innovation
Objectives &	Key	Results
4DX
Working	Out	Loud
New	Work
Management	3.0
(Agile)	Team-Development
Future/Agile	Leadership
Leadership-Coaching
(Agile)	Strategy Development
Organisational	Development
Process-Management	/	-
Consultancy
Change	Management
Culture	Development
Agile	Maturity Level	(AML)
(Big	Groups)	Moderation
Agile	/	Lean	Consulting
Persons Organisations
Coaching	/	Training	/	Consultancy /	Education/	Sparring	/	Mediation	/	Train-the-Trainer	/	Conception/	Audit
Passionate Consultancy for Agility and Innovations
4
References (>60 OKR projects in 4,5 years)
5
Selection of companies which use OKR...
+Pluswerk AG | Accenture | Adobe | Amazon | American Global
Logistics | Anheuser-Busch | Asana | Baidu | Box | CareerBuilder |
Capco | Cap Gemini | Daimler | Datto | Dell | Deloitte | Department of
the Navy | Deutsche Messe AG | Domo | Dropbox | Ebay | EDEKA |
Edmunds | Eli Lilly | Europace | Eventbrite | Facebook | FiServ |
Flipboard | Gap | GE | Google | GoPro | InsideSales | Instructure | Intel
| ISO Energy | Juniper Networks | Kelly Services | KupiVIP | Lamudi |
LG | LinkedIn | Lookout | Lumeris | Malwarebytes | Meetrics | microfin
| Microsoft | mobile.de | Mozilla | MyMuesli | Nerd Wallet | Netflix |
Oracle | Panasonic | Paperless Post Rackspace | Red Bull |
Salesforce.com | Samsung | Schneider Electric | Sears | Siemens | Slack
| Spotify | Splunk | Stylight | SunEdison | T-Online | Tableau | trivago |
trusted.com | Twitter | Uber | UpWind Solutions | Viacom | Vmware |
Vox Media | Yahoo | YouTube | Zalando | Zendesk | Zynga | ...
6
Always start with the WHY...
Why OKR?
7
The problem...
Your company has 21st-century technology,
mid-20th-century management processes,
all built atop 19th-century management
principles.
(Gary Hamel)
8
One example...
Frederick Winslow
Taylor
„Taylorism“ (1910)
„Scientific management“
Complete separation
from manual and
headwork
9
Another example...
Peter Ferdinand Drucker
„Management by
Objectives“ (1954)
• Review organisational goal
• Set worker objective
• Monitor progress
• Evaluation
• Give reward
10
Even more examples...
Departments
Hierarchy
Project
Management
(waterfall)
Annual target
agreement
Managers Bonus
Management by
Objectives
Budget
processes
Processes
(most of them)
Job titles
Chiefs
11
But wait...
We are agile!!!!
12
But wait...
We have
Scrum
Kanban
Design Thinking
Lean Startup
...
!!!
13
But wait...
But what is with:
Goals?
Ahhh – we have MbO (Management by
Objectives)!
14
“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.”
Jeff Immelt, CEO GE, 2015
What’s wrong with MbO?
15
“Allthough we are using agile	
tactically,	we are using waterfall
for strategy and goal setting”
Felipe Castro, 2016
16
Strategy (Goals)
1%
“Doing the right things”
Execution
99%
“Doing things right”
30%	fail when trying to coordinate
their units
40%	fail with the alignment
Why Strategy Execution Unravels,	HBR	- 2015	- https://hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it
The	problem is in	the execution!
17
OKRObjectives &	Key	Results
Now it‘s time for „MbO 2.0“
1983
Andy
Grove
1999
John Doerr
1999
Google
2012/2013
Google Ventures
History of OKR
18
Management by
Objectives
(MbO)
S.M.A.R.T.
KPI
BSC
OKR-Companies
• worldwide
• all branches
• all sizes
OKR overview
Objectives
&
Key	Results
Qualitative	goals
&
Quantitative	goals
Where do	I	want to go?
&
How do	I	get there?
Short	iterations Focus
Alignment Transparency
BottomUp goals Vision
19
20
„OKR 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)
(One)	Definition	of OKR
21
OKR	Values
Alignment Transparency
(Intrinsic)
Motivation
Self-
organizing
Teams
Continuous
Improvement
Short
Iterations
Focus
Commitment
OKR Principles
Context of OKR
Goal Management
Leadership
Agility
Performance
Management
Vision
OKR
PM
Doing
22
Vision
(MSC)
Moals OKR	CycleOKR
Planning
Weekly
OKR
OKR
Review
Retros-
pective
OKR-List
OKR	
Master
Standard	OKR
Extension	pluswerk.consulting
3	- 10	year 1	year
3-4	
months
OKR-Framework
23
24
Experte
Coach
Facilitator
• The	OKR	Master	is the expert	
for the OKR	process in	the
company.	He/She takes care	of
the implementation and the
daily use of OKR	within the
organization.	The	OKR	Master	
is also	the contact person for
every question regarding OKR	
and takes care	of removing any
impediments.
• The	OKR	Master	covers the
following five roles:
Watchdog
Change	Agent
Servant	Leader
The	roles of the OKR	Master
25
OKR „Revolution“
„Goals“
Company
Goals
Manager 1
Goals
Employee 1
Goals
Employee 2
Goals
Manager 2
Goals
Manager 3
Goals
Employee 3
Goals
Employee 4
Vision
Mission
Goals BU 1
Goals Team 1
Goals Team 2
Goals
Department 1
Goals BU 2
Goals Team 3
Goals Team 4
26
Advantages of OKR
• develops to a	result- and value-oriented culture
• gives autonomy to the teams in	terms of the goal
management
• strengthens self-organizing teams
• helps to keep focus and focuses on	priorities
• increases productivity and satisfaction
• enables and supports the “Agile	Transformation”	and
the “Digitale	Transformation”
OKR example – Foodscore AG
27
28
The company
Foodscore AG
• Online price comparison portal for foods
• 2 locations
• 250 FTE employees
• Organizational chart:
CEO
Finance Marketing Sales Development HR
29
Cascading of the OKR-System
Mission statement
Mid-Term Goals
Comapny OKR
Finance-
Team
OKR
Marketing-
Team
OKR
Sales-Team
OKR
Development-
Team
OKR
HR-Team
OKR
3-10
years
Team OKR
1
year
3
months
In this example, there
is no third level of
departmental OKR,
but the company's
OKR derive directly
from Team OKR. In
the real case there
would be clearly more
OKR teams.
30
The Mission Statement of the
Foodscore AG
Vision Mission
„Cheap food for
everyone“
"Foodscore
enables everyone
to find every food
at the best price
and act
independently and
transparently"Note: The Vision +
Mission is quite "simple".
This can be further
expanded in the real
case.
31
Cascading of the OKR-System
Mission Statement
Mid-Term Goals
Company OKR
Finance-
Team
OKR
Marketing-
Team
OKR
Sales-Team
OKR
Development-
Team
OKR
HR-Team
OKR
3-10
years
Team OKR
1
year
3
months
32
Mid-Term Goals (MOALS)
What are the medium-term milestones that must be achieved
next year to pursue the mission statement further?
Moal 1
Foodscore should be accessible from any device
Moal 2
The popularity of Foodscore is expected to increase drastically this
year
Moal 3
Funding for business development is to be procured
Comparison
with mission:
accessibility
for everyone
Comparison
with mission:
preserve
independence
33
Cascading of the OKR-System
Mission Statement
Mid-Term Goals
Company OKR
Development-
Team
OKR
Marketing-
Team
OKR
Sales-Team
OKR
Finance-
Team
OKR
HR-Team
OKR
3-10
years
Team OKR
1
year
3
months
34
Criteria for objectives
35
Company OKR (Objectives)
Qualitative and
higher-level
Objective 1
We want to understand the customer better
Objective 2
We want to reach more consumers with our offers
Objective 3
We want to work more productively
Universally doable in
one cycle
Balance of inspiring
and achievable
Aligned to vision
Comparison
with mission:
accessibility
for everyone
36
Criteria for key results
37
Company OKR (Key Results)
Specific AcceptedMeasurable Realistic
Ambitious
but doable
Aligned
Time-
bound
Objective 1
We want to
understand the
customer better
Objective 2
We want to reach
more consumers
with our offers
Objective 3
We want to work
more
productively
KR 1 Analyze the 5
biggest customer
groups
Use 5 new marketing
channels
Learn & experience 5
agile methods
KR 2 Get 100 qualified
feedbacks from
customers
Generate 50 content
chunks in all
marketing channels
Digitalize 5
processes
KR 3 Analyze 20 cloud
competitors
38
Cascading of the OKR-System
Mission Statement
Mid-Term Goals
Company OKR
Development-
Team
OKR
Marketing-
Team
OKR
Sales-Team
OKR
Finance-
Team
OKR
HR-Team
OKR
3-10
years
Team OKR
1
year
3
months
39
Development Team OKR
Objective 1
Address mobile
devices
Objective 2
Increase code
quality
Objective 3
Simplify of user
interface
KR 1 At least 50% of all
views should be
responsive
Introduce unit tests for
at leat 50% of all
functions
Structured interviews
with 100 user
KR 2 Make plattform
accessible on 10 of
the most used
mobile devices
Introduce at least 20
frontend tests
Repair the 10 most
common defects in
the interface
KR 3 Analyze 20 cloud
competitors
Specific AcceptedMeasurable Realistic
Ambitious
but doable
Aligned
Time-
bound
40
HR-Team-OKR
Objective 1
Complete Sales
Team
Objective 2
Introduce Agile
Working Methods
Objective 3
Introduce OKR
KR 1 Create job
description
- Match demand profile
with sales (50%)
- Publication on 5
relevant job portals
(50%)
Identify 5 agile
methods and do a
company fit
Indentify 3 OKR
Consultancies
KR 2 Start pilot with 3
new agile
workshops
Build up a OKR-
Committee (5
persons + C-
Level)
Specific AcceptedMeasurable Realistic
Ambitious
but doable
Aligned
Time-
bound
A few numbers...
Low RetentionHigh Retention No Retention
15% 70% 15%
(Emotionale) Employee Retention
• Gallup Organization (since 2001 Engagement Index in Germany)
• 15 Percent of the german employees were satisfied with their jobs in 2016
• 70 Percent mare doing „Call of duty“
• 15 Percent have mentally resigned
• Damage for „mentally resignation“ with 500 employees: 1,3 Million EUR per year
• Fluctuation costs with 500 employees: 675.000 EUR per year
• Ben Lamorte (Study with 20.000 employees)
• 3% increase in performance level with minimal (but consistent & qualitative) use of OKR
• 11.5% increase in performance level with maximum use of OKR
• 8.5% increase in sales per employee with consistent use of OKR
41
Full Stack OKR (@scale)
ComplexityofOKR	setup
Agile	maturity of company
Vertical
Alignment
Effective
Retrospectives
Horizontal
Alignment
(High)	Self-
Organisation
Full
Transparency
Extended
Cadences
Simple	Goal	
Management
Enterprise
OKR
Monetary
Decoupling
Instant
Feedback
Lead	/	Lag
Measures
Health
Measures
Valuable
Goals
360°
Alignment
Goal
Grading
Agile	Goal	
Management
Gamification
Personal
OKR
Ambitious
Goals
Agile
Strategy
42
OKR-Master
Integration	in	
all	Processes
Stretch	Goals
OKR
Software
OKRs	of OKRs
Simple	
Tracking
Implementation
Cycle
finished
J
Concept
Culture
Audit
Vision
Strategy
OKR-
Master
C-Level
Planning
Team-
Planning
Reviews
Retros
43
Next steps in OKR...
OKR-Trainings:
04.09.17	/	MUC	/	OKR	KOMPAKT-TRAINING	
04.-06.09.17	/	MUC/	CERTIFIED	OKR-MASTER	TRAINING	
10.10.17	/	BER	/	OKR	KOMPAKT-TRAINING	
06.11.17	/	DOR	/	OKR	KOMPAKT-TRAINING	
06.-08.11.17	/	DOR	/	CERTIFIED	OKR-MASTER	TRAINING
12.12.17	/	MUC	/	OKR	KOMPAKT-TRAINING	
12.-14.12.17	/	MUC/	CERTIFIED	OKR-MASTER	TRAINING
http://www.okr-beratung.de/okr/okr-trainings/
44
45
The OKR Compendium
09th of August 2017
214 pages
https://leanpub.com/okr/
Objectives & Key Results
Agiles Zielmanagement und
moderne Mitarbeiterführung mit OKR
Patrick Lobacher
28.06.2017
46
Thank you very much! Questions?
www.okr-beratung.de
consulting
Contact
47
Christian	Jacob
christian.jacob@pluswerk.consulting
+49 89 244	179	66
Patrick	Lobacher
patrick.lobacher@pluswerk.consulting
+49 89 244	179	66
Magnus	Schubert
magnus.schubert@pluswerk.consulting
+49 2204	842662
pluswerk.consulting
+Pluswerk Consulting	GmbH
Oetztaler Str.	1
81373	München
T:	+49	89	244	179	66
info@pluswerk.consulting
pluswerk.consulting
www.okr-beratung.de

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Agile Leadership and Goal Management with Objectives & Key Results (OKRs) | ALE 2017 | Prague

  • 1. Objectives & Key Results Agiles Zielmanagement und moderne Mitarbeiterführung mit OKR Patrick Lobacher 28.06.2017 1 Agile Leadership and Goal Management with Objectives & Key Results (OKRs) 29.08.2017 | ALE2017 Patrick Lobacher consulting
  • 2. Let me introduce myself Patrick Lobacher “living“ agile since 15 years CEO of pluswerk.consulting Consultant, Trainer, Author, Coach 2
  • 3. Website: pluswerk.consulting / okr-beratung.de 3 Innovations Design Thinking Lean Startup Lego Serious Play Business Model Canvas Lean Canvas Value Proposition Design Google Sprint Open Innovation Objectives & Key Results 4DX Working Out Loud New Work Management 3.0 (Agile) Team-Development Future/Agile Leadership Leadership-Coaching (Agile) Strategy Development Organisational Development Process-Management / - Consultancy Change Management Culture Development Agile Maturity Level (AML) (Big Groups) Moderation Agile / Lean Consulting Persons Organisations Coaching / Training / Consultancy / Education/ Sparring / Mediation / Train-the-Trainer / Conception/ Audit Passionate Consultancy for Agility and Innovations
  • 4. 4 References (>60 OKR projects in 4,5 years)
  • 5. 5 Selection of companies which use OKR... +Pluswerk AG | Accenture | Adobe | Amazon | American Global Logistics | Anheuser-Busch | Asana | Baidu | Box | CareerBuilder | Capco | Cap Gemini | Daimler | Datto | Dell | Deloitte | Department of the Navy | Deutsche Messe AG | Domo | Dropbox | Ebay | EDEKA | Edmunds | Eli Lilly | Europace | Eventbrite | Facebook | FiServ | Flipboard | Gap | GE | Google | GoPro | InsideSales | Instructure | Intel | ISO Energy | Juniper Networks | Kelly Services | KupiVIP | Lamudi | LG | LinkedIn | Lookout | Lumeris | Malwarebytes | Meetrics | microfin | Microsoft | mobile.de | Mozilla | MyMuesli | Nerd Wallet | Netflix | Oracle | Panasonic | Paperless Post Rackspace | Red Bull | Salesforce.com | Samsung | Schneider Electric | Sears | Siemens | Slack | Spotify | Splunk | Stylight | SunEdison | T-Online | Tableau | trivago | trusted.com | Twitter | Uber | UpWind Solutions | Viacom | Vmware | Vox Media | Yahoo | YouTube | Zalando | Zendesk | Zynga | ...
  • 6. 6 Always start with the WHY... Why OKR?
  • 7. 7 The problem... Your company has 21st-century technology, mid-20th-century management processes, all built atop 19th-century management principles. (Gary Hamel)
  • 8. 8 One example... Frederick Winslow Taylor „Taylorism“ (1910) „Scientific management“ Complete separation from manual and headwork
  • 9. 9 Another example... Peter Ferdinand Drucker „Management by Objectives“ (1954) • Review organisational goal • Set worker objective • Monitor progress • Evaluation • Give reward
  • 10. 10 Even more examples... Departments Hierarchy Project Management (waterfall) Annual target agreement Managers Bonus Management by Objectives Budget processes Processes (most of them) Job titles Chiefs
  • 12. 12 But wait... We have Scrum Kanban Design Thinking Lean Startup ... !!!
  • 13. 13 But wait... But what is with: Goals? Ahhh – we have MbO (Management by Objectives)!
  • 14. 14 “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.” Jeff Immelt, CEO GE, 2015 What’s wrong with MbO?
  • 15. 15 “Allthough we are using agile tactically, we are using waterfall for strategy and goal setting” Felipe Castro, 2016
  • 16. 16 Strategy (Goals) 1% “Doing the right things” Execution 99% “Doing things right” 30% fail when trying to coordinate their units 40% fail with the alignment Why Strategy Execution Unravels, HBR - 2015 - https://hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it The problem is in the execution!
  • 18. 1983 Andy Grove 1999 John Doerr 1999 Google 2012/2013 Google Ventures History of OKR 18 Management by Objectives (MbO) S.M.A.R.T. KPI BSC OKR-Companies • worldwide • all branches • all sizes
  • 19. OKR overview Objectives & Key Results Qualitative goals & Quantitative goals Where do I want to go? & How do I get there? Short iterations Focus Alignment Transparency BottomUp goals Vision 19
  • 20. 20 „OKR 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) (One) Definition of OKR
  • 22. Context of OKR Goal Management Leadership Agility Performance Management Vision OKR PM Doing 22
  • 24. 24 Experte Coach Facilitator • The OKR Master is the expert for the OKR process in the company. He/She takes care of the implementation and the daily use of OKR within the organization. The OKR Master is also the contact person for every question regarding OKR and takes care of removing any impediments. • The OKR Master covers the following five roles: Watchdog Change Agent Servant Leader The roles of the OKR Master
  • 25. 25 OKR „Revolution“ „Goals“ Company Goals Manager 1 Goals Employee 1 Goals Employee 2 Goals Manager 2 Goals Manager 3 Goals Employee 3 Goals Employee 4 Vision Mission Goals BU 1 Goals Team 1 Goals Team 2 Goals Department 1 Goals BU 2 Goals Team 3 Goals Team 4
  • 26. 26 Advantages of OKR • develops to a result- and value-oriented culture • gives autonomy to the teams in terms of the goal management • strengthens self-organizing teams • helps to keep focus and focuses on priorities • increases productivity and satisfaction • enables and supports the “Agile Transformation” and the “Digitale Transformation”
  • 27. OKR example – Foodscore AG 27
  • 28. 28 The company Foodscore AG • Online price comparison portal for foods • 2 locations • 250 FTE employees • Organizational chart: CEO Finance Marketing Sales Development HR
  • 29. 29 Cascading of the OKR-System Mission statement Mid-Term Goals Comapny OKR Finance- Team OKR Marketing- Team OKR Sales-Team OKR Development- Team OKR HR-Team OKR 3-10 years Team OKR 1 year 3 months In this example, there is no third level of departmental OKR, but the company's OKR derive directly from Team OKR. In the real case there would be clearly more OKR teams.
  • 30. 30 The Mission Statement of the Foodscore AG Vision Mission „Cheap food for everyone“ "Foodscore enables everyone to find every food at the best price and act independently and transparently"Note: The Vision + Mission is quite "simple". This can be further expanded in the real case.
  • 31. 31 Cascading of the OKR-System Mission Statement Mid-Term Goals Company OKR Finance- Team OKR Marketing- Team OKR Sales-Team OKR Development- Team OKR HR-Team OKR 3-10 years Team OKR 1 year 3 months
  • 32. 32 Mid-Term Goals (MOALS) What are the medium-term milestones that must be achieved next year to pursue the mission statement further? Moal 1 Foodscore should be accessible from any device Moal 2 The popularity of Foodscore is expected to increase drastically this year Moal 3 Funding for business development is to be procured Comparison with mission: accessibility for everyone Comparison with mission: preserve independence
  • 33. 33 Cascading of the OKR-System Mission Statement Mid-Term Goals Company OKR Development- Team OKR Marketing- Team OKR Sales-Team OKR Finance- Team OKR HR-Team OKR 3-10 years Team OKR 1 year 3 months
  • 35. 35 Company OKR (Objectives) Qualitative and higher-level Objective 1 We want to understand the customer better Objective 2 We want to reach more consumers with our offers Objective 3 We want to work more productively Universally doable in one cycle Balance of inspiring and achievable Aligned to vision Comparison with mission: accessibility for everyone
  • 37. 37 Company OKR (Key Results) Specific AcceptedMeasurable Realistic Ambitious but doable Aligned Time- bound Objective 1 We want to understand the customer better Objective 2 We want to reach more consumers with our offers Objective 3 We want to work more productively KR 1 Analyze the 5 biggest customer groups Use 5 new marketing channels Learn & experience 5 agile methods KR 2 Get 100 qualified feedbacks from customers Generate 50 content chunks in all marketing channels Digitalize 5 processes KR 3 Analyze 20 cloud competitors
  • 38. 38 Cascading of the OKR-System Mission Statement Mid-Term Goals Company OKR Development- Team OKR Marketing- Team OKR Sales-Team OKR Finance- Team OKR HR-Team OKR 3-10 years Team OKR 1 year 3 months
  • 39. 39 Development Team OKR Objective 1 Address mobile devices Objective 2 Increase code quality Objective 3 Simplify of user interface KR 1 At least 50% of all views should be responsive Introduce unit tests for at leat 50% of all functions Structured interviews with 100 user KR 2 Make plattform accessible on 10 of the most used mobile devices Introduce at least 20 frontend tests Repair the 10 most common defects in the interface KR 3 Analyze 20 cloud competitors Specific AcceptedMeasurable Realistic Ambitious but doable Aligned Time- bound
  • 40. 40 HR-Team-OKR Objective 1 Complete Sales Team Objective 2 Introduce Agile Working Methods Objective 3 Introduce OKR KR 1 Create job description - Match demand profile with sales (50%) - Publication on 5 relevant job portals (50%) Identify 5 agile methods and do a company fit Indentify 3 OKR Consultancies KR 2 Start pilot with 3 new agile workshops Build up a OKR- Committee (5 persons + C- Level) Specific AcceptedMeasurable Realistic Ambitious but doable Aligned Time- bound
  • 41. A few numbers... Low RetentionHigh Retention No Retention 15% 70% 15% (Emotionale) Employee Retention • Gallup Organization (since 2001 Engagement Index in Germany) • 15 Percent of the german employees were satisfied with their jobs in 2016 • 70 Percent mare doing „Call of duty“ • 15 Percent have mentally resigned • Damage for „mentally resignation“ with 500 employees: 1,3 Million EUR per year • Fluctuation costs with 500 employees: 675.000 EUR per year • Ben Lamorte (Study with 20.000 employees) • 3% increase in performance level with minimal (but consistent & qualitative) use of OKR • 11.5% increase in performance level with maximum use of OKR • 8.5% increase in sales per employee with consistent use of OKR 41
  • 42. Full Stack OKR (@scale) ComplexityofOKR setup Agile maturity of company Vertical Alignment Effective Retrospectives Horizontal Alignment (High) Self- Organisation Full Transparency Extended Cadences Simple Goal Management Enterprise OKR Monetary Decoupling Instant Feedback Lead / Lag Measures Health Measures Valuable Goals 360° Alignment Goal Grading Agile Goal Management Gamification Personal OKR Ambitious Goals Agile Strategy 42 OKR-Master Integration in all Processes Stretch Goals OKR Software OKRs of OKRs Simple Tracking
  • 44. Next steps in OKR... OKR-Trainings: 04.09.17 / MUC / OKR KOMPAKT-TRAINING 04.-06.09.17 / MUC/ CERTIFIED OKR-MASTER TRAINING 10.10.17 / BER / OKR KOMPAKT-TRAINING 06.11.17 / DOR / OKR KOMPAKT-TRAINING 06.-08.11.17 / DOR / CERTIFIED OKR-MASTER TRAINING 12.12.17 / MUC / OKR KOMPAKT-TRAINING 12.-14.12.17 / MUC/ CERTIFIED OKR-MASTER TRAINING http://www.okr-beratung.de/okr/okr-trainings/ 44
  • 45. 45 The OKR Compendium 09th of August 2017 214 pages https://leanpub.com/okr/
  • 46. Objectives & Key Results Agiles Zielmanagement und moderne Mitarbeiterführung mit OKR Patrick Lobacher 28.06.2017 46 Thank you very much! Questions? www.okr-beratung.de consulting
  • 47. Contact 47 Christian Jacob christian.jacob@pluswerk.consulting +49 89 244 179 66 Patrick Lobacher patrick.lobacher@pluswerk.consulting +49 89 244 179 66 Magnus Schubert magnus.schubert@pluswerk.consulting +49 2204 842662 pluswerk.consulting +Pluswerk Consulting GmbH Oetztaler Str. 1 81373 München T: +49 89 244 179 66 info@pluswerk.consulting pluswerk.consulting www.okr-beratung.de