Agile Unternehmensführung und Objective Key Results sind auf dem Vormarsch. Aber wie misst man eigentlich Kennzahlen in einem agilen Umfeld und welches Spannungsfeld gibt es zu klassischen Kennzahlen und KPIs? Hierzu unterhalte ich mich mit Andreas Kramp, Leiter Competence Center Agility bei einem großen Beratungshaus, Lehrbeauftragter für das Thema Innovationsmanagement an der Leuphania Universität Lünneburg und Kreativitäts- und Problemlösungsmethoden an der FH Wedel.
How companies master change with agility and OKRs
In this inspiring podcast episode of the DAWICON CFO Insights Daniel Winkler invites expert Andreas Kramp to talk about the challenges and opportunities of agile organizations. Andreas is Head of the Agility Competence Center at adesso and has decades of experience in implementing agile methods in companies of different sizes and industries. The focus of the conversation is on the integration of OKRs (Objectives and Key Results) and classic KPIs as well as the associated success factors and stumbling blocks.
The importance of agility in the corporate context
Andreas describes how agility helps companies to react faster and more flexibly to change. He emphasizes that agility means more than quick results – it is based on close cooperation, a constant feedback culture and a clear vision. These characteristics are crucial to successfully implement projects and create sustainable added value.
OKRs: A tool for transparency and dynamism
A central topic is the introduction and benefits of OKRs. This method combines strategic goal management with clearly defined results. It allows teams to work in short cycles and regularly review progress. Andreas emphasizes that OKRs are only successful if they are built on a clear corporate vision and are not misunderstood as pure control tools.
Classic KPIs and agile key figures: No contradiction
Many companies are afraid that the transition to agile methods will make existing KPIs obsolete. Andreas explains: It is not necessary to abolish classic key figures such as sales or EBIT. Instead, they can be measured in parallel with agile metrics such as team velocity or business value. This hybrid approach creates a link between long-term goals and short-term adjustments.
Practical examples and tips
Using concrete examples, Andreas shows how agile methods such as OKRs can be implemented in a meaningful way. The importance of transparency and communication throughout the company is particularly emphasized. Companies that want to implement OKRs should take on the challenge of educating all stakeholders and building in feedback loops on a regular basis.
Result
The discussion shows that the success of agile organizations depends largely on the corporate culture. Andreas' advice is to start the change process with a clear goal and motivated managers. This is the only way to ensure that agile methods such as OKRs are introduced in the long term.
This episode is a must for business leaders and managers who want to actively shape the transformation of their company.
Key Takeaways
- 01
Agility requires clear visions and a feedback culture
to ensure long-term success.
- 02
OKRs are an effective tool
to promote transparency and dynamic work in companies.
- 03
Classic KPIs and agile KPIs can exist in parallel
without being mutually exclusive.
- 04
A successful OKR implementation
requires training, transparency and a consistent alignment with the corporate vision.
- 05
Agile methods are not a fad
, but a way to succeed in a volatile business world.
