Are your OKRs just OK? - ERP Spain.com - España y América Latina

OKRs (Objectives and Key Results) are just OK if used for topics that are known: goal setting, success metrics, status updates. OKRs become great when used for managing the unknown: strategy tied to execution, alignment around value, and feedback on a trajectory. Applied correctly, OKRs can help you flesh out the biggest problem areas in your organization so you can start to monitor and measure progress. Applied incorrectly, OKRs will bring no additional value to your organization than your old goal-setting methods. In this session, we will share how we have used a simple 3-question template to help some of the largest companies in the world establish great OKRs using Unknown Management, or highlighting and bringing to focus the root causes for why you aren't meeting your goals. Some examples of real customer's Unknowns are: Why do we keep working on things that do not fulfill our strategies? Why do we have so many delays in getting the right things done? How do we know we are building the right stuff? Why do we miss targets? • Identify the key areas of focus where OKRs can provide the most value • Understand how the unknowns in your organization impact success (and why OKRs can help) • Learn to use a 3-question template to define great OKRs About the Speakers: Andy Czuchry, Jr, Global Strategy, Enterprise Studio by HCL Technologies • 20+ peer-reviewed published articles on enterprise agility, AI, leadership and entrepreneurship • Chair of the Business Agility Transformation for a global Community of Excellence • Holder of 2 US Patents • ADP President’s Achievement Award Ian McGinnis, Global Strategist, ESD BizOps, Broadcom • Architect of agile solutions with over 30 years of experience in software development • Worked directly with Fortune 100 companies to help them adopt true business agility • Subject matter expert and senior advisor on topics related to scaling agility across an entire organization, allowing companies to realize the full benefits of agile