Gamifying OKR’s

Is your organization battling to focus on what matters? Are you struggling with teams pulling in different directions, even though you have a defined strategy?

Many companies have adopted OKRs (Objectives and Key Results) to help with focus, alignment, transparency, and engagement. But this new way of talking about and measuring value can be hard to get right at first.

In this session, we will go through what makes an excellent Objective. You will also get to play a game that helps teams negotiate their Key Results. The outcome of the game is a qualitative and aspirational Objective, along with three measurable and quantitative Key Results.

This is a practical session where teams will have the opportunity to play a board game to identify an Objective and Key Result for a case study. We make the process fun through points, rules and wildcards to encourage out-the-box thinking. At the end of the game, the Objective will be defined and the team will have 3-4 Key Results for the Objective.

Talia Lancaster

Founder @ Sketching Scrum Master

Talia started her career as a Management Consultant in the Learning and Development industry as an Instructional Designer. She then moved into the IT industry finding her passion working as a Scrum Master in Agile teams, and subsequently coaching Agile Teams – helping to improve team collaboration and communication by encouraging new ways of working. She founded her own company, Sketching Scrum Master, which helps businesses visualise content with a focus on graphic recording, creative, consulting and design. Talia has always been a “compulsive note-taker”. In meetings, training and conferences she has used this as a way to concentrate and understand certain topics. Over the years this doodling has evolved into more of a visual note-taking technique and a visual thinking approach which she now shares with teams. She has continued to explore this form of note-taking and its role in activating different modes of learning.

Angie Doyle

Partner @ Think Agile

I don’t think I have ever minded change… Over the course of my career, I have shifted from working face-to-face with customers (Business Operations), to articulating what customers need (Business Analysis and Process Engineering), to working with teams delivering the solution (Product Development and Product Ownership), to evolving ways to deliver the solution (Agile software development at a team level), to improving collaboration of many teams working together (Business and Enterprise Agility). I help create delivery-focused environments where:

• Exceptional performers are the new normal
• Individuals and teams share accountability for achieving goals
• There are high levels of team morale and trust
• Conflict is a creative, constructive force in the team
• There is clarity on roles and who does what
• There is a strong customer-centric focus