Continuation and end of the article by Jacques Levy, co-founder of VISULT and OKR consultant, on innovation in management.
“Described in the 1970s, the OKR method has been emulated on the American continent without interruption.
A nice little boost: 🎤Larry Page, co-founder of Google, says “The OKRs helped us to multiply our growth by 10… several times!
Since then, this method, the ancestor of managerial innovation, has been emulated more and more.
But why then?! 🤔
Generation change, accelerated change, increased complexity of organisations, speed of execution, growing uncertainty ….
All reasons are good (or bad). Nevertheless, the observation is clear and everyone is trying to improve by sometimes wanting to improve the candle.
What managerial innovation will help companies to switch to a more agile, more motivating and more efficient model? In short, to finally move from the candle to the LED bulb. 💡
But what about breakthroughs? Because there is no good transformation when it is too much of a break with the current model.
And often, we leave out the HOW and focus on the WHY and WHAT.
At FDM Partners, the OKR method is integrated into your model.
We have deconstructed the whole issue of managerial performance so that in a systemic approach it can be successful.
Remember the metaphor of the pebble, which can be seen sitting in a chair (limited view of what you see), or sitting in an aeroplane and seeing the whole thing.
In one case everyone is right or wrong, and in the other everyone makes up or breaks up.
So yes, the initial paradox was the starting point: Why?
That was the central point of our reflection.
Why does such a simple method with so many results not develop as much on our continent?
What are the ingredients that allow us to succeed, through this method, in developing performance while taking into account the environment that surrounds us?
In France, many start-ups have launched the movement by deploying OKRs.
This pseudo-simplicity has created a craze, which has sometimes led to disappointment.
Yes, the OKR method is simple in appearance, but it is not simplistic.
In order for it to express its full power, it is important to look at the change it generates before imagining the results it produces.
At the risk of once again making true the adage that advises not to put the cart before the horse.
Our seven tips for a successful OKR process:
1 Aim for agility
2 Simplify your unnecessary processes
3 Be transparent
4 Work on your metronome for a virtuous rhythm
5 Switch to contributory mode vs. MBO
6 Define ambitions you can be proud of
7 Recognition as a key to commitment and motivation
