Learn to improve outcomes through strategic alignment, autonomy, and empiricism
With markets and customer needs constantly changing, organizations need a new operating system that helps them adapt quickly to new challenges and opportunities. Even organizations using Agile product development techniques are still constrained by their overall approach to management. Objectives and key results (OKRs) are a popular management system designed to help organizations achieve strategic alignment at scale.
In the Modern Leadership with OKRs workshop, participants learn what OKRs are and how to apply them effectively through hands-on, activity-based learning. Through a series of exercises, participants learn:
- How to use OKRs to set and achieve strategic goals, managing the unknown and complexity through experimentation and adapting goals along the way.
- When to use (And not to use) OKRs
- How to nurture the right culture for OKRs – using clear goals, appropriate measures, and trust to enable self-management and autonomy.
- Shift the OKR conversation away from measuring activity toward focusing on customer and business outcomes.
- Drive operational improvements by using four Key Value Areas (Unrealized Value, Current Value, Time to Market, and the Ability to Innovate) as lenses for evidence-based decision-making and OKR focus.
- The key ingredients for successfully implementing OKRs
- Common OKR anti-patterns and how to avoid them
- How to apply OKRs in different contexts
- Integrating OKRs into your ecosystem
The Modern Leadership with OKRs workshop also includes an optional implementation strategy/application session to get you started implementing OKRs in your organization.
Modern Leadership with OKRs leverages the Scrum.org EBM framework, and a PAL-EBM assessment is included for all workshop participants.
Who is this workshop for
I typically teach the Modern Leadership with OKRs workshop to help organizations launch/improve their OKR program. It’s also commonly used to help evolve from a “feature factory” to an organization more focused on outcomes and empiricism. The typical participants are those leading OKR efforts e.g. Chief of Staff, VP Strategy, CPO/VP Product, PMO as well as IT/engineering leaders and agile practitioners looking to make an impact on the wider organization.
I’m interested in bringing in the Modern Leadership with OKRs for my organization