Companies that want to grow need one thing above all: Clarity instead of control. Clarity about what really matters and how everyone contributes to this.

From Control to Clarity
Who wouldn’t want to fully focus on value creation within the company? In addition to a clear vision as the North Star and a mission, this requires an instrument for rigorous implementation. After all, the best plan is useless if it is not implemented – ideas are easy, execution is everything.

OKR as an instrument for Clarity and Effective Implementation
We use the ‘Objective and Key Results’ (OKR) method very successfully for this:

⭐ Objective | defines what is to be achieved and is interpreted ambitiously.

🎯 Key Results | describe how the objective will be achieved and are measurable in milestones.

For us, OKR is lived practice: successfully implemented several times in SMEs. If you would like to know more, we will be happy to provide you with specific case studies.

Important: Success is not achieved through the OKR methodology itself, but rather the way it is implemented is decisive.

This is how we proceed in the implementation

1. first of all, a clear target picture and the corporate objectives derived from it are developed with the management.
2. these objectives are discussed with the managers across departments until everyone has the same understanding.
3. it is then jointly agreed which and how many teams will focus on which corporate goals and who will coordinate this company-wide as the owner.
4. the managers work out their value contribution and commit to their team objectives. These are brought together and prioritised by management.
5. final coordination of the prioritised company and team goals follows. The highlight: this results in a target matrix that can be read both in terms of the targets and the teams. All objectives are interlinked. All measures (key results) are harmonised with each other.

The optimised objectives are communicated company-wide, presented to each team and, if necessary, cascaded to individual employees. There is complete transparency: every employee can see all targets and milestones!

The result: Clarity about goals, contributions and responsibility – without micromanagement.

This is the way to encourage employees to take responsibility and think and act like entrepreneurs. By providing clarity and context instead of control, employees realise the goals in a self-determined manner. A digital tool serves to document the status of the objectives and present them to the entire company on a quarterly basis. This creates a binding approach to implementation while at the same time empowering employees. And all employees always have clarity.