A into a world of agile trends, lean approaches, "New Work", digitization and the like? I think you can answer that question yourself. Modern leadership promotes aspects such as personal responsibility, co-determination, transparency and freedom. For this reason, modern internet pioneers such as Google, LinkedIn and Apple rely on the OKR framework.
OKR – the basics
OKR, or "Objectives and Key Results" for short, is a framework for setting and measuring goals. It was developed in 1970 by Intel co-founder Andrew Growe, who visualized the "key results" using chronologically structured milestones. This made the goals to be achieved transparent and visible. In the mid-90s, Google developed the method further by defining a fixed time frame for OKR and focusing on the topics of reflection and participation.
OKR is based - as the name suggests - on two central elements. The abstract, visionary goals - i.e. the objectives and the key results, the small, measurable steps towards this goal. Objectives are qualitative goals that cannot be measured. They support the guiding principles and mission of a company and are therefore set to a certain extent by the company management. Usually, this is around 40% of the objectives, the remaining goals come from the operational employee level. After defining the objectives, the associated key cambodia telegram data results are defined, which describe how these goals are to be achieved. Once this has been determined, the same process takes place one hierarchy level lower in the company. This is continued down to the individual employee, until ultimately every employee has determined their personal goals and key results. These goals are then made public. This complete transparency avoids gossip and provides a company-wide overview of who is currently working on what. Potential synergies can be identified and cooperation can be improved. It may then also be possible to derive team OKRs for subsequent iterations.