Beyond KPIs and OKRs: Creating an environment for high-performing, innovative teams that leads to true effectiveness

@AgileBossaNova | agilebossanova.org1@JuttaEckstein | @johnabuck
Jutta Eckstein | @juttaeckstein
John Buck | @johnabuck
http://agilebossanova.org
@AgileBossaNova | #agilebossanova
Beyond KPIs and OKRs:
Creating an environment for high-performing,
innovative teams that leads to true effectiveness
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova

Goal for the Workshop
■ Learn how to use something more effective than OKRs &
KPIs how:
– To use BOSSA nova for enabling people to use their full
capacity with passion.
– Trust unleashes a greater performance than control systems
that use top-down measurement.
– To get the full buy-in for necessary changes and thus faster
delivery of the change.
– To get top management buy-in by proving rather than asking!

Agenda
■ Welcome & set the stage
■ Defining the context
■ Challenges for high-performing innovative teams
■ Values for company-wide agility as enablers for
innovative teams
■ A new perspective
■ Using probes
■ Next steps & wrap-up

Discuss & Note
■ In pairs/triples clarify your understanding of KPIs &
OKRs (feel free to search the internet)
– What are they?
– How are they used? (In theory & possibly in your
experience)
– How do they differ?
■ Note on the jamboard

What? Challenges

Discuss & Note
■ In your pairs/triples reflect, discuss & and note
– How do KPIs & OKRs fit into the VUCA times?
• What are your experiences with them (if at all)?
• What are the advantages & disadvantages of each?
• What assumptions underlie the use of KPIs & OKRs?

What Really Supports High Performance?
■ Find out what has supported or hindered creating an
environment for high-performing, innovative teams
– Individually: reflect on what has supported or hindered….
(5min)
– In small groups: share the insights and common themes and
come up with key challenges (15min)
■ Share in plenary

Gaining & Sharing Knowledge
■ In groups based on previous knowledge, the principles, your internet
search, …
– Choose one of the following topics:
• Beyond Budgeting (Breakout Room 1)
• Open Space (Breakout Room 2)
• Sociocracy (Breakout Room 3)
– Study how the topic supports high-performing, innovative teams. As a
group (on the jamboard):
• List 5-10 facts about the topic
• Write a summary statement
• Come up with max 3 questions you have about the topic

Self-Organization
■ Accenture:
– Frequent conversations (“check-ins”)
– Realign goals to respond to change
– Conversations focus on both reflection and future. The latter is stressed
more
■ Equinor (former Statoil)
– Individual performance goals can be changed by the teams but
• They have to coordinate the change with other teams &
• Big approvals require approval one level up

Transparency
■ Endenburg Electrotechniek (Electrical Engineering)
– 360 degree review in person
• Not anonymous comments collected by a manager
• In a circle: your supervisor, a peer to you, a couple of people
reporting to you
• Like a retrospective,
– each person (starting with you) offers things you’re doing well (& the system
is doing well)
– each person (starting with you) offers improvements
• Everyone consents to your development plan (and changes needed
in the system)
• The plan is approved by full circle

Constant Customer Focus
■ Connect everyone’s work with customer needs; avoid conflicts of interest
– “The purpose of business is to create a customer...” (Peter Drucker, 2006)
– Everything done in an organization should add value for the customer, thus:
• How does the performance support creating customer value?
• Does the performance inspire others to create customer value?
– As a team create a value stream and discuss:
• How effectively are we creating customer value?
• Where do we see conflicts of interests in our work e.g. selling to the customer instead of serving the
customer’s needs?

Continuous Learning
■ Cox Automotive
– Framing goals to promote cross-functional collaborative teamwork
– Learning and adapting goals throughout the year
– Getting feedback on goals and development
– A manager’s role in your Enterprise Agile ecosystem
■ Equinor (former Statoil)- Analogy of 100 meter sprinter
– How you ran is different than the time you got.
– The outcome is different from your process.
■ Link appraisal conversations to team retrospectives (Source: Agile People)
– Invite team members to evaluate their contribution to the sprint

Is Trust Cheaper?
■ Background:
– Traditional travel expense procedures are burdensome
and assume people can’t be trusted.
■ Hypothesis:
– Such procedures cost more than they save and are
demoralizing.
■ Experiment:
– Pre-survey and audit. Try for three months in a few units
with other units as controls. Post-survey and audit.

Can peer decision-making about promotion
support alignment?
■ Background:
– Even very egalitarian companies have hierarchies that require a promotion system.
■ Hypothesis:
– If we use peer decision making to make decisions about promotions, we can separate
performance review from decisions such as promotion that have an element of
competition.
■ Experiment:
– Pre-survey to assess opinion on promotion policy
– Try with a group consent decision making for deciding on bonuses.
– Collect spontaneous feedback and post-survey after 3 months. If satisfaction
improved, extend to other groups.

Reflect On Your Situation
■ Choose the group with the key challenge, you’re most interested in
and take time to reflect on your situation.
– How are we thinking about our situation?
• E.g., what are we assuming?
• What would it be like if we didn’t make that assumption?
– In general, don’t focus on something broad and big - if you make a
probe on something small it’s more likely it will be useful (both for
yourself and for others).
– What is your challenge and what is it not?
– What might be the source of the difference?
■ Be sure to keep notes

Definition of a Probe
■ Probes are defined by small, safe-to-fail experiments
based on hypotheses derived from reflection on the
current situation as well as on theory.

COMPLEXITY
Dave Snowden (Cynefin) | Ralph Stacey
● No agreement and no
predictability means chaos
● Complete agreement is and
predictability means
“Simple/Obvious”
● Complex means can’t know
cause and effect (only
patterns)
● Probes start with “reflexive
inquiry” (Thinking about how
you are thinking.)
Source: Dave Snowden © CC BY 3.0

Complexity - Human Systems Dynamics (HSD)
Model created by: Glenda Eoyang

Design of a Probe
■ Name of the Probe:
– <A question that reflects your hypothesis, your curiosity>
■ Background:
– <Define the context of your situation>
■ Hypothesis:
– <Define what you expect to happen>
– <Observable impact>
■ Safe-to-fail experiment:
– <Define what do you want to try and how you can (dis) prove the
hypothesis>

Hypothesis & Experiments
■ The hypothesis
– Should be an assumption / a statement about
• What you expect to happen
• Under such and such conditions
■ The experiment(s):
– Its purpose is to test your assumption stated in the hypothesis
– Need some kind of measurement (pre-/post) or comparisons
with control groups
– Need to be actionable by the author

Create a Probe for a Key Challenge
■ In pairs/triples select a challenge and create a probe for
that challenge
– Background
– Hypothesis
– A plan for an experiment

Measurement & Control
■ Video on controlled experiments:
https://www.youtube.com/watch?v=VhZyXmgIFAo
■ Without comparison you won’t know what you learned
– Pre- and post-measure for comparing results:
• Measure your observation (stated in the background)
• Use the same measurement after conducting the experiment
– Controls for comparing results - if possible
• Use two (or more) comparable groups
• One group conducts the experiment the other (control group)
does not

Importance of Publication
■ Collaborative learning depends on sharing
learnings
■ Publishing also contributes to the author’s
learning
– as an author you need to reflect and look
at your learning from a different
perspective

Improving Your Probes
■ In your pair/triples work on your probe
– Improve your hypothesis
– Improve the experiment(s)

Next Steps
■ What are your next steps? (note on jamboard)

Creating an Environment for high-performing
innovative teams

Thank you so much and… Stay in Touch:
Jutta Eckstein | @juttaeckstein
John Buck | @johnabuck
http://agilebossanova.org
https://www.agilebossanova.com/book/
@AgileBossaNova | #agilebossanova
Company-wide Agility with BOSSA nova
http://tinyurl.com/AgileBossaNova

Beyond KPIs and OKRs: Creating an environment for high-performing, innovative teams that leads to true effectiveness

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Beyond KPIs and OKRs: Creating an environment for high-performing, innovative teams that leads to true effectiveness