Summary of "How OKRs Transformed Our Goal-Setting Process | Gosia Smoleńska"
Scrum Master Toolbox Podcast
Host: Vasco Duarte
Guest: Gosia Smoleńska
Release Date: November 20, 2024
Introduction
In this insightful episode of the Scrum Master Toolbox Podcast, host Vasco Duarte, a seasoned Agile Coach and Certified Scrum Master, welcomes back Gosia Smoleńska, an experienced Agile practitioner. The episode delves into Gosia's transformative journey with Objectives and Key Results (OKRs) within a startup environment, highlighting the challenges faced, strategies implemented, and the impactful outcomes achieved.
The Initial Goal-Setting Approach
Gosia begins by sharing her early experiences in startups, emphasizing the foundational desire to establish a robust goal-setting framework. Initially, the company aimed to define clear objectives to navigate from Series B to Series C funding. However, Gosia encountered resistance, particularly from one of the founders who was skeptical about adopting OKRs.
"One of the founders was not really keen on OKRs. He was like, whatever we do, I don't want to have OKRs."
— Gosia Smoleńska [01:15]
Challenges with Traditional Goals
The startup's initial attempt involved setting three annual goals, with each team expected to align their efforts accordingly. This approach proved ineffective as team members struggled to connect their individual contributions to the overarching goals. The absence of Scrum Masters and a cohesive Agile culture further compounded the confusion.
"People didn't know what to do. People didn't understand how to actually approach those goals."
— Gosia Smoleńska [01:15]
Transition to OKRs
After a quarter of ineffective goal pursuit, Gosia and her team re-evaluated their strategy. Recognizing the limitations of their initial approach, they decided to transition to the OKR framework despite initial reservations.
"So, after three months, we did the retrospective and it turns out that OKRs could help us. We were like, yes, well, that's a change."
— Gosia Smoleńska [06:06]
Implementing OKRs
The implementation involved several key steps:
- Rewriting Goals into the OKR Format: Transforming annual goals into actionable Objectives and quarterly Key Results.
- Team Product Canvas: Each team defined their mission, customer needs, goals, and partnerships within the company to ensure alignment.
- Quarterly Reviews: Establishing a routine for quarterly evaluations to assess progress and make necessary adjustments.
"We started implementing OKRs. We rewrote our goals in the OKR manner and integrated product canvases for each team to define their mission and partnerships."
— Gosia Smoleńska [06:12]
Implementation Details
Tools and Scaling
Initially, Excel was used to track OKRs, which sufficed for a small team of 20. However, as the company expanded to 100 employees, scalability became an issue, prompting a shift to more sophisticated tools like Actionable Agile in Jira.
"We used Excel for that. It was not the best tool. And then we were growing, so we grew from 20 to 100 people. When it was 20, XL was fine. But when we grew, it was no longer sufficient."
— Gosia Smoleńska [06:12]
Enhancing Focus with Additional Metrics
Three months into the OKR implementation, Gosia identified the need for quarterly focus areas to prevent teams from spreading themselves too thin. The founders introduced specific focus points, such as increasing the number of customers, to guide efforts towards the Series C milestone.
"We needed something that would give us focus for the quarter. So we put two more things for the next quarter, which was a focus given by the founders."
— Gosia Smoleńska [07:17]
Challenges Faced
Initial Confusion and Misalignment
The transition wasn't seamless. Teams struggled to align their contributions with the broader company goals, leading to confusion and inefficiencies. The lack of Scrum Masters and a clear understanding of how individual goals interlinked exacerbated the situation.
"It didn't work well. People didn't know what to do. People didn't understand how to actually approach those goals."
— Gosia Smoleńska [01:15]
Tool Limitations
Using Excel as the primary tool for tracking OKRs became impractical as the company scaled, necessitating a move to more robust solutions like Jira to manage the increased complexity.
"We decided to use Actionable Agile in Jira. And we started to actually realize our metrics."
— Gosia Smoleńska [09:27]
Retrospective and Adjustments
Regular quarterly retrospectives played a crucial role in identifying shortcomings and iterating on the OKR process. Feedback mechanisms, such as surveys and team presentations, ensured that every member had a voice in refining the approach.
"Every quarter, we were presenting what we were able to do, so each team was presenting their success story and what they failed at."
— Gosia Smoleńska [09:27]
Introducing Monte Carlo Simulations
To better predict and manage goal attainment, Gosia introduced Monte Carlo simulations. This predictive modeling helped the teams understand their capacity and set more realistic expectations, moving away from the practice of overcommitting in the final quarter.
"We started to use Monte Carlo simulation for OKRs. We realized that the last month was the month everyone was speeding to fulfill all promises."
— Gosia Smoleńska [13:06]
Limiting Work in Progress
To reduce context switching and enhance focus, the team implemented a work limit, allowing each team to handle only two open initiatives at a time. This adjustment led to improved clarity and efficiency.
"Each team could only have two open initiatives at the same time to lower context switching."
— Gosia Smoleńska [13:06]
Outcomes and Insights
The adoption of OKRs, coupled with continuous feedback and iterative adjustments, yielded significant benefits:
- Enhanced Clarity and Alignment: Teams had a clear understanding of their roles and contributions towards company goals.
- Improved Focus: Limiting initiatives and introducing focus areas helped teams prioritize effectively.
- Data-Driven Decisions: Metrics and simulations provided actionable insights, enabling informed decision-making.
- Increased Accountability and Learning: Regular presentations on successes and failures fostered a culture of transparency and continuous improvement.
"It was one of the best experiences to see that those metrics were actually useful for the developers. They were happy to see that."
— Gosia Smoleńska [13:27]
Conclusion
Gosia Smoleńska's journey underscores the transformative power of OKRs in refining goal-setting processes within Agile environments. By embracing flexibility, leveraging appropriate tools, and fostering a culture of continuous feedback and improvement, organizations can navigate the complexities of scaling while maintaining alignment and focus.
"We have to stop promising and start thinking about how we can deliver."
— Gosia Smoleńska [13:27]
This episode serves as a valuable guide for Scrum Masters and Agile Coaches seeking to implement or enhance OKR frameworks in their organizations, emphasizing the importance of adaptability and persistent refinement.
Notable Quotes
-
"One of the founders was not really keen on OKRs. He was like, whatever we do, I don't want to have OKRs."
— Gosia Smoleńska [01:15] -
"We need something that will give us focus for the quarter."
— Gosia Smoleńska [07:17] -
"We can't manage what we can't see."
— Gosia Smoleńska [13:56]
Key Takeaways
- Adopt Flexibility: Be prepared to iterate on your goal-setting frameworks based on team feedback and organizational growth.
- Leverage the Right Tools: Choose scalable tools that grow with your organization to manage complexity effectively.
- Foster Transparency: Encourage open communication and regular retrospectives to identify and address challenges promptly.
- Promote Accountability: Involve every team member in the goal-setting process to ensure alignment and ownership.
By sharing her experiences, Gosia Smoleńska provides actionable insights for Agile practitioners aiming to refine their goal-setting processes, ultimately driving organizational success through effective OKR implementation.