OKR staat voor Objectives Key Results. OKR’s bestaan uit drie onderdelen: Objectives, Key Results en Initiatives. Je begint met het formuleren van de Objectives. Dit zijn je langetermijndoelen die voortkomen uit de strategie en visie. Dit kunnen bijvoorbeeld financiële doelen zijn, maar ze kunnen ook gaan over werksfeer, klantwaardering of snelheid van werken. Als de Objectives geformuleerd zijn, is het tijd om hier Key Results aan te hangen. Key Results hebben een duidelijke link met de Objective. Als je ze opstelt vraag je jezelf altijd af: als ik dit behaal, heeft het dan invloed op mijn Objective? Waar een Objective de eindbestemming is, is een Key Result de wegwijzer die aangeeft hoeveel kilometer je nog moet afleggen. In de praktijk uit zich dat in twee tot vijf Key Results per Objective. Vervolgens maak je een vertaalslag naar concrete initiatieven die je op kwartaalbasis gaat oppakken, dit tijdsbestek is lang genoeg is om impact te hebben, maar kort genoeg om flexibel te blijven en je reis richting je objective en dus je eind bestemming te werken.
Als je de Objectives formuleert, moeten ze aan de volgende drie eisen voldoen:
Ze moeten richting geven. Een Objective moet een duidelijke situatie in de toekomst beschrijven en een richting geven aan de manier waarop je daar naartoe gaat werken. Dit is dus niet de situatie waarin je je momenteel bevindt.
Ze moeten inspirerend zijn. Een Objective mag niet gaan over iets waar je al mee bezig bent, het moet iets nieuws zijn. Het doel van een Objective is dat het een emotionele reactie oproept. Het is helemaal niet erg wanneer Objectives eng, intimiderend, verbazingwekkend of zelfs grappig zijn. Het gaat erom dat ze de organisatie inspireren om in actie te komen.
Ze moeten begrijpelijk zijn. De manier waarop je de Objectives omschrijft moet voor iedereen duidelijk zijn. Zelfs voor mensen van buiten de organisatie bij wijze van spreken.
De Key Results moeten aan de volgende eisen voldoen.
Ze moeten meetbaar zijn. Key Results zijn altijd meetbaar! Ze bevatten een waarde met een begin- en een eindpunt. Dit kunnen getallen, percentages, valutawaarden, maar ook zachtere doelstelling die te beïnvloeden zijn door actie te ondernemen zoals Agile werken, autonome teams, bedrijfscultuur. Hiervoor is het wel belangrijk een meetmodel te creëren waarin je diverse fasen van maturity formuleert t.o.v. je eind doel om je progressie te meten.
Ze moeten ambitieus zijn. Denk groot! Ambitieuze doelen scheppen een omgeving van inspiratie. Maak gebruik van de zogeheten moonshots. De filosofie hierachter is dat als doelstellingen altijd behaald worden ze te makkelijk zijn. Moonshots maken OKR’s ambitieus en zorgen ervoor dat teams anders gaan kijken naar hun manier van werken om het maximale resultaat te behalen.
Ze moeten beïnvloedbaar zijn. Key Results moeten niet verward worden met taken en te ondernemen acties. Ze moeten iets meten dat je kunt beïnvloeden door actie te ondernemen, maar ze moeten nooit iets zijn waar je controle op kunt uitoefenen.
De Initiatives moeten aan de volgende eisen voldoen:
Ze moeten specifiek zijn. Waar Objectives wat vager mogen zijn, moeten de Initiatives specifiek zijn. Dit houdt in dat het gelijk duidelijk is wat er verwacht wordt, zonder verdere uitleg. Een Initiative moet daarom geformuleerd worden met werkwoorden die maar één betekenis hebben, zoals: schrijven, starten, bezoeken, vrijgeven. Objectives kunnen minder specifiek zijn en werkwoorden bevatten, zoals: verbeteren, verhogen.
Je moet controle kunnen uitoefenen op de Initiatives. Dit betekend dat de initiatieven het binnen je invloedsferen ligt om uit te voeren. De afhankelijkheden moeten hiermee geminimaliseerd worden.
Wat levert het werken met OKR’s op?
- Hogere betrokkenheid en interne samenwerking, door het vertalen van de strategie naar Objectives en key results word er duidelijkheid gecreëerd over het gemeenschappelijke doel. Zo maak je het eenvoudiger om de strategie op elk niveau uit te voeren. Men weten waar de prioriteiten liggen en hoe hij/zij het beste kan bijdragen aan het gemeenschappelijke doel.
- Meer executiekracht doordat doelen urgenter en concreter zijn dan alleen de KPI’s. Waar KPI’s harde targets zijn, zijn OKR’s doelen die niet gekoppeld zijn aan beoordelingen. Dat zorgt voor een veilige omgeving waar men kan experimenteren en kan leren. Zo kun je de lat hoger leggen en als organisatie structureel stappen maken in de richting van je strategische doelen.
- Transparantie en grip in een onzekere en onvoorspelbare omgeving, zoals organisaties die een nieuwe strategie gaan uitvoeren of teams die een nieuw product in de markt zetten. OKR’s helpen bij een concrete invulling van de strategie. Dit voorkomt dat je organisatie geregeerd wordt door de waan van de dag en op elke verandering in de markt inspringt.
- Focus en eigenaarschap worden gestimuleerd doordat doelen duidelijker zijn en men makkelijk de vertaalslag kan maken naar de eigen bijdragen aan deze doelen.
- Sneller inspelen op verandering door het werken met Key Results en Initiatives die je op kwartaal basis definieert, maakt dat je je kunt vasthouden aan dezelfde objectives terwijl je op operationeel niveau wendbaar bent. Daarnaast speel je flexibel in op zowel veranderingen binnen je bedrijf als ontwikkelingen van buitenaf. Zo haal je altijd het maximale uit je onderneming.
Een valkuil van OKR’s is: set it and forget it. Om ervoor te zorgen dat OKR’s tot structurele gedragsverandering leidt, is het belangrijk om OKR’s te integreren in het werkproces en overleg structuren. Om zo frequent te evalueren of de initiatieven bijdragen aan de gestelde objectives en key results en bij te sturen indien nodig.
66 gedachten over “Wat zijn OKR’s en hoe kunnen deze je helpen bij het doorvoeren van een verandering?”
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