#24 Bart Den Haak: L for Lean - The OKR Encyclopedia
Jul 4, 2023
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Leszek Knoll talks with Bart Den Haak, author of Lean OKRs. They discuss the origins and different approaches to Lean OKRs, strategies for reviewing OKRs, overcoming measurement challenges, implementing OKRs in tech teams, and the limitations of the old-fashioned project approach.
Lean OKRs focus on achieving goals rather than just setting them, empowering teams and promoting a learning culture.
Implementing OPRs requires a strategic approach, investment in training and skills, and consideration of organizational readiness and leadership skills.
Deep dives
Professional journey and focus on metrics
The speaker has a long career in IT, starting as a software engineer and working in various software companies. Frustrated by the difficulty of describing and measuring value, the speaker made metrics their focus. They then delved into Objectives and Key Results (OKRs), consulting companies and gaining experience with both successes and mistakes. This led them to write a book on Lean OKRs and provide consulting and coaching on the topic.
Lean OKRs versus traditional OPRs
The speaker explains that OKRs are an old management method, originating from Intel in the '70s. Different ideas and approaches have emerged over time. Some believe in using multiple OKRs throughout an organization, while others advocate for a more limited approach. The speaker introduces Lean OKRs, emphasizing a few key objectives to foster strategy execution and achieve goals. They also highlight that Lean OKRs focus on achieving goals rather than just setting them, empowering teams and promoting a learning culture.
Best use and focus of OPRs
The speaker suggests that OPRs are best used for strategy execution and achieving significant changes, rather than small incremental improvements. They emphasize the importance of strategy and the need to focus on a few key objectives at a company level. They also acknowledge that OPRs can promote focus, alignment, and engagement, but argue that these can also be achieved through other goal-setting methodologies. They caution against using OPRs for every team and highlight the need for a strategic approach.
Challenges and misconceptions of OPR implementation
Implementing OPRs can be challenging for many organizations. The speaker advises against rushing the process and recommends taking an incremental approach over one and a half years. They stress the importance of investing in people, providing training, and building skills. They also caution against common misconceptions, such as using OPRs solely for focus and alignment, and using OPRs for performance reviews with attached bonuses. The speaker shares potential limitations, including the organization's readiness, psychological safety, leadership skills, and agile transformation progress.