Kaizen, or continuous incremental improvement, refers to a way of thinking and reflecting about the way things are done, the way we execute tasks, or how a product or service could be designed / delivered better, and so on. True Kaizen is based on people’s autonomy and ability to analyse, solve problems, think creatively but … Continue reading Kaizen: how to ensure all small steps are oriented towards achieving the Goal?
OKR
OKR caveat: The risk of overemphasizing Grow over Run
It may be a side effect of my aging (read “accumulating experience and wisdom”), I am increasingly cautious for anything a little too hype. Objectives and Key Results (OKR) sure are hype, therefore candidate for a closer look and critical thinking scrutiny. OKR are interesting and are credited to have contributed to the success of … Continue reading OKR caveat: The risk of overemphasizing Grow over Run
Goals: Is FAST better than SMART?
When it comes to setting goals, setting them SMART have risen to a best practice. This approach is challenged by FAST, a new acronym trying to steal the show. But is FAST better than SMART? Short reminder about SMART SMART stands for Specific, Measurable, Achievable, Realistic (or Relevant), and Time-bound. SMART goal setting has been … Continue reading Goals: Is FAST better than SMART?
OKR: Great, but mind the mess!
Objectives and Key Results (OKR) is a great idea, backed up by testimonials of major and well-known brands (to see them, type “who uses okr” in your favorite web search engine). Yet when insufficiently framed, this bottom-up approach faces the risk of ending up in a mess, that is being flooded by too many proposals … Continue reading OKR: Great, but mind the mess!
How can a Goal Tree gain acceptance for a major change (and sustain the results) ?
Change agents, regardless of their rank in the organization, face the same challenge when leading a major change: how to gain acceptance and sustain the results? In order to achieve that, they must find a way to truly engage the employees, win their “hearts and minds”, so that they embrace change and actively contribute to … Continue reading How can a Goal Tree gain acceptance for a major change (and sustain the results) ?
OKR: spot opportunities but mind the risks!
Objective and Key Results (OKR) got / is getting a lot of attention, especially since some major brands' successes are credited to this methodology. In search for the recipe of their own success or for the latest management fad, many organisations may give it a try. Not familiar about OKR? Check my other posts to … Continue reading OKR: spot opportunities but mind the risks!
Why OKR should not be used for people evaluation
OKR (Objective and Key Results) creates clarity and alignment within an organisation and fosters collaboration, ownership and commitment of employees. It aims to instill a risk-taking spirit for achieving quantum leaps. In the days of its inception it was meant to free people from the limits and constraints of Management by Objectives (MBO), including people … Continue reading Why OKR should not be used for people evaluation
The very minimum to know about OKR (Objectives & Key Results)
OKR or Objectives and Key Results is quite popular these days (this article was published initially September 2020) and is gaining attention. Time to understand what OKR is about. OKR in a nutshell OKRs stands for Objectives and Key Results, it's a simple goal-setting system invented in the 1970s by Andy Grove, then CEO of … Continue reading The very minimum to know about OKR (Objectives & Key Results)
Chris HOHMANN 