{"title":"Developing a shared vision: strong teams have the power","authors":"F. P. Zasa, T. Buganza","doi":"10.1108/jbs-04-2022-0065","DOIUrl":null,"url":null,"abstract":"\nPurpose\nIn response to environmental uncertainty, organizations rely on independent, empowered teams to increase their responsiveness to change. The purpose of this paper is to analyze how objectives and key results (OKRs) can contribute to creating a shared vision which keeps the different, empowered teams aligned.\n\n\nDesign/methodology/approach\nThrough a qualitative study, this paper develops a conceptual model of how OKRs lead to a shared vision. The authors interview professionals in nine organizations differing in size and industry who recently introduced agile, focusing on the main hurdles encountered and benefits obtained from the methodology.\n\n\nFindings\nThe findings confirm that OKRs are an effective goal-setting methodology and suggest that their successful implementation builds on the new ways of organizing introduced by the agile methods. Moreover, the findings suggest that OKRs contribute to developing a shared vision and increase the alignment: first, the organizational vision becomes clear and its definition is participatory; second at the team level, individuals align around a shared team vision through participative definition of objectives.\n\n\nOriginality/value\nThe contribution of the paper is two-fold: this study provide an overview on the methodology, which is diffused from a practice perspective, but has not yet been addressed from a theoretical point of view. And this study connects OKRs to extant theory on goal-setting and vision development. This study shows they act as a coupling mechanism which helps empowered and independent teams together.\n","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2022-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Business Strategy","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/jbs-04-2022-0065","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"Business, Management and Accounting","Score":null,"Total":0}
引用次数: 2
Abstract
Purpose
In response to environmental uncertainty, organizations rely on independent, empowered teams to increase their responsiveness to change. The purpose of this paper is to analyze how objectives and key results (OKRs) can contribute to creating a shared vision which keeps the different, empowered teams aligned.
Design/methodology/approach
Through a qualitative study, this paper develops a conceptual model of how OKRs lead to a shared vision. The authors interview professionals in nine organizations differing in size and industry who recently introduced agile, focusing on the main hurdles encountered and benefits obtained from the methodology.
Findings
The findings confirm that OKRs are an effective goal-setting methodology and suggest that their successful implementation builds on the new ways of organizing introduced by the agile methods. Moreover, the findings suggest that OKRs contribute to developing a shared vision and increase the alignment: first, the organizational vision becomes clear and its definition is participatory; second at the team level, individuals align around a shared team vision through participative definition of objectives.
Originality/value
The contribution of the paper is two-fold: this study provide an overview on the methodology, which is diffused from a practice perspective, but has not yet been addressed from a theoretical point of view. And this study connects OKRs to extant theory on goal-setting and vision development. This study shows they act as a coupling mechanism which helps empowered and independent teams together.
期刊介绍:
The Journal of Business Strategy publishes articles with a practical focus designed to help readers develop successful business strategies. Articles should say something new or different and may propose a unique perspective. They should not offer prescriptions to CEOs on how to manage, but rather be directed toward middle and senior managers at companies of all sizes and types, as well as consultants and academics who want to think about their businesses in new ways. Coverage: As one of the few journals dedicated to business strategy, JBS defines strategy in the broadest sense and thus covers topics as diverse as marketing strategy, innovation, developments in the global economy, mergers & acquisition integration and human resources. We have a penchant for substantive, provocative and well-written articles. We also like to break the mould and include articles on topics readers are unlikely to find in other business publications.