Support and coaching of the OKR introduction at ETAS, software development and leading automotive supplier, focussing on the internal OKR community of OKR coaches.
The client
ETAS - ‘Empowering Tomorrow's Automotive Software’. Founded in 1994 as a subsidiary of Robert Bosch GmbH, ETAS offers vehicle software, middleware, development tools, cloud services and cyber security solutions and supports manufacturers in the efficient development and protection of software-defined vehicles. ETAS combines the reliability of a leading automotive supplier with the agility of digital talent in a software factory.
Initial situation
OKR (Objectives & Key Results) was selected in advance by the customer as the key process model for defining and cascading strategic objectives across the entire organisation. The introduction of OKR was initiated by internal coaches as part of the SAFe transformation and rolled out across large parts of the 3,000-strong organisation. Working with OKR was to be optimised and taken to the next level during the further roll-out through professional external coaching of all those involved. The focus here was on training internal RTEs as OKR coaches (OKR Masterclass) and continuing to support the OKR Community of Practice.
The aim was to anchor the OKR methodology across all levels, integrate OKR into PI planning and provide practical support and advice to internal coaches on their challenges and issues relating to OKR and related topics.
The KEGON solution
- Analysis and assessment of the existing OKR setup across all levels
- Derivation of customised training courses based on the existing setup
- Implementation of OKR masterclass with approx. 25 internal coaches
- Accompanying monthly coaching sessions with the CoP of the OKR coaches to clarify current issues and advise on further implementation steps
- Strategic consulting and coaching CoP lead for further OKR introduction
Results
The OKR methodology has been well anchored at ART and team level and adapted to varying degrees depending on the needs of the ART/team. Most teams use OKR as a methodology to orientate their work towards common goals and to gain an overall understanding of their own value contribution. The training of the internal OKR coaches as multipliers for the further introduction of OKR was very fruitful and through the support of the CoP, an ever better understanding of the methodology was conveyed. The CoP has reached a sufficiently good level for the further introduction of OKR and was able to receive concrete recommendations for action for upcoming problems through various coaching sessions.