Working remote forced us to rethink our entire way of working. Getting a message across is a real challenge. I’m convinced that especially during recent remote times, it has helped us to have a both a clear structure for goals, accompanied by a predictable and simple process of setting, communicating & evaluating them. Although it’s impossible to quantify the impact, I’m convinced our journey with Obeya & OKRs have played a big role in the fact that we coped very well with “turning full remote” and we continue to do so to this day.
All our OKRs are driven by our purpose:
We want our customers to feel at ease when it comes to their finances. Every day.
Our strategy is a 3-5 year horizon describing how we want to fulfil that purpose. What kind of offerings do we believe are going to make this happen for what customers? Based on this strategy and our current reality we set objectives & key results each quarter. Our objectives are:
- describe the impact that we want to make
The objectives are set for a longer period, roughly a year, whilst our key results are set for a quarter only. This allows us to learn whether our key results have the right ambition level and they actually help us reach our objective.
One of our current objectives is “customers love us more every day”. This objective is what makes us tick, that’s the impact our daily work should have. The key results turn these “intangible” objectives into needles that we can move.
Example: lowering the number of manual steps a customer needs to take in order to buy a product or to improve the self-service capabilities in our app, and with that removing the need for customers to get in touch altogether. But when they really need one of our Service Experts, we want to make impact and increase the feedback scores that customers give us.
The company objectives and key results are input for teams & departments to set their own. We are still learning how much structure we need to provide to support them, while also giving as much autonomy as possible to teams to set their own OKRs based on their expertise. After this is done teams align their future plans with their OKRs.
OKRs are our vehicle to create transparency about our strategy and goals in our obeya room. Especially our key results give us the needles that we can visualize on our performance wall.
By separating key results (that indicate to what extent we are successful in achieving our goals) and health metrics (that tell how we are doing right now) we are able to have a singular dashboard view of the entire company.