{"id":13414,"date":"2024-09-02T10:35:38","date_gmt":"2024-09-02T08:35:38","guid":{"rendered":"https:\/\/agcommtech.de\/2024\/09\/02\/okrs-in-corporate-communications-a-journey-of-discovery\/"},"modified":"2024-09-02T10:36:45","modified_gmt":"2024-09-02T08:36:45","slug":"okrs-in-corporate-communications-a-journey-of-discovery","status":"publish","type":"post","link":"https:\/\/agcommtech.de\/en\/2024\/09\/02\/okrs-in-corporate-communications-a-journey-of-discovery\/","title":{"rendered":"OKRs in corporate communications: a journey of discovery"},"content":{"rendered":"\n

OKRs in corporate communications: a journey of discovery<\/h2>\n
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Credit: Created with Copilot Designer<\/em><\/p>\n\n

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In 1914, Sir Ernest Shackleton set off on an expedition to cross the Antarctic continent.\nHis ship, the Endurance<\/em>, became trapped in the ice and Shackleton faced the daunting task of keeping his crew alive in extreme conditions.\nWith clear goals and an unwavering commitment to his team, he managed to maintain morale and bring his entire crew home safely after 635 days. <\/p>\n\n

Corporate communications may be less life-threatening than an expedition to Antarctica, but it is similarly challenging.\nJust like Shackleton, we are also looking for ways to stay on course in rough waters – and this is where Objectives & Key Results (OKRs) come into play. <\/p>\n\n

Why Objectives & Key Results? <\/h3>\n\n

Communication is dynamic, creative and not always tangible.\nBut this is exactly where OKRs come in.\nThey provide a clear structure and create transparency.\nIn a world where communication is a key competitive advantage, we need tools that help us to constantly improve, adapt and focus our efforts.\nOKRs do just that: they connect the strategic vision with the operational implementation and ensure that all team members are focused on the essentials. <\/p>\n\n

Our journey of discovery to OKRs <\/h2>\n\n

When we at Siemens made the decision to introduce OKRs in corporate communications, there were also some concerns.\n“Isn’t a quarterly rhythm too rigid for our creative work?” or “Can’t the value of our work only be proven after a long time?”\nWe decided to explore OKRs practically rather than theoretically. <\/p>\n\n

Instead of dictating OKRs from the top down, we started at an operational level with teams that were open to change and offered a high degree of psychological safety.\nThese teams were our pioneers.\nThey explored the method, gained initial experience and then helped to transfer their findings to other teams.\nThe next step was to involve the management level in order to create a solid foundation for further implementation.\nFinally, we are now rolling out the method in waves to over 25 teams – step by step, based on shared experience. <\/p>\n\n

OKRs in practice <\/p>\n\n

During our journey of discovery, we identified two types of OKRs in particular that work especially well in corporate communications: <\/p>\n\n

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  1. Target group-based OKRs<\/strong>: These focus on how we reach our audience and successfully place topics.\nKey performance indicators such as social media engagement, reach of publications and audience sentiment are measures of success here. <\/li>\n<\/ol>\n\n
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    1. Process-based OKRs<\/strong>: These promote internal collaboration and improve processes.\nWe often measure success here by how well coordination with stakeholders works or how smoothly communication activities are planned and published. <\/li>\n<\/ol>\n\n

      The power of worldbuilding <\/h3>\n\n

      One of the most important findings of our journey of discovery was the importance of storytelling and worldbuilding.\nThe introduction of the OKRs is designed as an adventure.\nEach OKR Shepherd, i.e. team representative, receives a goodie bag with a compass – as a symbol of their role as navigator.\nStickers were distributed to all team members to make the project visible in the newsroom.\nInformation material was designed around the metaphor of the voyage of discovery.\nActivities like these can strengthen motivation for the long, transformative journey. <\/p>\n\n

      Changing the way we work<\/strong> <\/h3>\n\n

      Introducing OKRs also means changing the way we work.\nIt requires the well-known mindset change.\nBecause before a quarter starts, the entire team has to sit down together for 2 to 3 hours for OKR planning and jointly define what is to be achieved (objective) and how success is to be measured (key results).\nOnce a week, each objective and each key result must be checked in and the status updated.\nAt the end of the quarter, the OKRs are evaluated and the process reflected upon.\nThe cycle requires discipline and practice, but it is worth it.\nIt creates transparency, personal responsibility and continuous development. <\/p>\n\n

      Our biggest learnings <\/h4>\n\n