Objectives and Key Results (OKR) Seminar

If you are dealing with strategy implementation or target agreement processes in your company and have the desire to make a difference, then come to our OKR course and benefit from our knowledge and, above all, our practical experience in introducing OKRs in companies.

Anyone who wants to take a closer look at Objectives & Key Results is in the right place in the OKR training. We start with the basics and then go deeper into the OKR method so you can tailor it perfectly to your business.

In this training you will learn about the Objectives and Key Results approach and why they are gaining importance in times of digitalization. You will receive many practical tips on how to successfully implement OKRs in your company.

We will continue to take small detours into economics, psychology and neuroscience to better understand how we make better decisions based on measurable data, how we or our brains make decisions and why we find it so difficult to achieve set goals.

In the OKR course, you'll learn:

• the Objectives and Key Results (OKR) method compared to traditional performance management.
• Making management decisions based on measurable data.
• which psychological and neurological processes are activated when making decisions and achieving goals.
• Concrete strategies for implementing OKRs in organizations.
• know some tools you can use to track OKRs in the enterprise.
• what to consider when implementing OKRs and what obstacles may arise.

Our trainers will introduce you to the Objectives and Key Results methodology and place it in a larger context of agile ways of working. As a participant, you will understand what OKRs are and how they differ from traditional performance management. You'll experiment with your own OKRs and learn how to properly formulate OKRs.

In order to derive good OKRs, we need to address how we make decisions. The trainers will give you insight into the biases our brains are subject to when making decisions and how we can make more objective management decisions through empiricism and measurability.

Since OKRs only work with intrinsic motivation, you'll also get a brief glimpse into psychological processes that make us realize set goals or not.

To help you understand how OKRs are used in organizations, we derive Objectives and Key Results using a case study as an example. Starting with organizational OKRs, we break them down to individual objectives, including learning about the typical OKR process. You'll also learn about tools you can use when implementing OKRs.

Finally, we address the question of what to consider when introducing Objectives and Key Results, who should be involved and how, and what stumbling blocks can occur. In the process, the trainers will be happy to share their experiences from consulting projects, provide practical tips and answer your individual questions.

In today's age of digitalization, rapid changes in direction are needed. Strategic goals that were still targeted in the last quarter may be outdated today. Classic performance management with annual cycles and elaborate processes is therefore difficult to reconcile with an agile way of working. In addition, employees often identify too little with the cascaded targets and the bar is deliberately kept low, especially if target achievement is linked to compensation. A new approach to the measurable implementation of strategic goals are the so-called OKRs - Objectives and Key Results. OKRs are not linked to compensation and are deliberately formulated in a challenging way. Employees themselves determine how they can contribute to achieving organizational goals. However, this also requires a culture in which employees can and want to take ownership. In addition, they must have the freedom to help shape the organization in an entrepreneurial way. The method, which is quite simple in theory, often proves to be quite complex in practical implementation. Existing processes have to be rethought and abolished, and a new mindset has to be established. In addition, a new management style is required. Far too often, important management decisions are made on gut instinct and the consequences are not analyzed.