Using OKR at scale
We're currently transitioning our product development organization from SAFE to more agile practices using Scrum and other startup methods, effectively creating "mini startups."
Today, I'll discuss how we introduced these teams to the concept of Objectives and Key Results (OKR).
A bit of context: our organization includes several hundred developers working on both B2B and B2C products. These products range from web and mobile applications, with their back-end ecosystems composed of micro-services, pub/sub systems, and data stores.
Further in this article, I'll use our Engineering OKRs as an example. These OKRs account for 20% of our build capacity.
In such a large organization, we have several management levels: Engineering Managers, Engineering Directors, and several top management, to which we also report OKR.
In this article, we are going to cover the following:
Change Management: How we defined OKR and our key messages for those unfamiliar with the concept
Change Management: How we introduced OKR through a strategic engineering OKR example
Our OKR reporting template with the “Goals/Signals/Metrics” framework
Recommended links for a better understanding of OKR and “Goals/Signals/Metrics”