From using OKRs to useful OKRs - A willhaben case study
For the last few years willhaben is on a journey on using OKRs to align goals in the whole company. The iterative OKR process includes the management guidance, OKR definitions in the teams, feedback from the management, an official handshake and continuous Gemba walks. Currently, OKRs are used by the tribes in product development, inter-departmental teams formed to achieve company objectives as well as sales and marketing and support teams – so in almost all organisational units.
For each team the goal is not simply using OKRs but having useful OKRs. OKRs should help them to know their focus and priorities, align transparently with other teams, take ownership for ambitious objectives and give indicators for necessary improvements.
In this talk we share what we learnt about creating useful OKRs – how OKRs become outcome-driven instead of output-driven, how to handle the most common challenges and which tricks you can use with your teams. In this case study, we will include real-life examples, our checklists and visualisations as well as actionable tips.
Andreas Rappold is an Agile Coach at willhaben. Previously, Andreas worked as a technical tester in a development team, where he quickly noticed that he and the team kept falling into the same avoidable traps. His desire for himself and the team to escape the rat race combined with an environment already open to agile ideas kickstarted his agile journey about 10 years ago. After being responsible for several projects and taking on the position of Scrum Master, he officially became an Agile Coach in 2015. Since then, Andreas has been able to support the evolution of willhaben as a company from around 50 to almost 300 employees, with all associated joys and challenges. He is a strong advocate for the agile mindset in the company and beyond.