Stefan van Dalen’s Post

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Member of the Management Board

Finally, a sequel that can keep up with part 1! 😌 I am of course referring to our second OKR (Objectives and Key Results) workshop. What hasn't changed compared to the "predecessor": the plot. The aim of the management framework is still to make our company processes more efficient, agile and targeted.   Of course, this is not possible without the commitment of everyone involved. That is why I would like to introduce you - on behalf of the Business Group Lifecycle Solutions - to a team that has taken on a leading role in our prequel: our Special Original Equipment (SOE) experts.   As you all know, the automotive industry is in a state of upheaval - it is therefore particularly important for our SOE team to respond to changing customer needs and market changes, while remaining flexible and driving innovation. This is precisely where the OKR framework should support.   In the workshop, the SOE team set clear goals and developed processes for regular review and adjustment. It makes me proud to see how everyone is working together to create strong alignment within our company - and I'm excited to see the positive impact this will have on our overall performance and success. 🤩   What is your experience with the OKR method?   #FORVIAHELLA #SOE #Automotive #OKR #Collaboration #AgileLeadership

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Christoph Bueckle

CFO @ AHEAD Automotive GmbH

2mo

OKR can be a fantastic tool to bring the strategy in the Maschinenraum. It can also shape the culture of an organization, as it builds on participation, transparency, openness and data-drivenness. Most important: one should focus on outcome, not on output. But it needs to be well implemented - otherwise people will not buy-into and see it as another unnecessary bureaucratic pain. NB. best system and team to help implementing OKR (in my view): Workpath.

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