Hi Max, you have been OKR Program Lead for Scout24 since 2019. How did you come into this position?
I joined Scout at the end of 2015 to create the Group Procurement function. After we have set everything up it was time to move somewhere else and with what I had observed in Procurement I thought it would be interesting to work on Project Management and organizational processes.
So we created the Project Management Office (PMO) and I made that move in the beginning of 2019, after we had decided to roll out OKRs for the whole organization. I was also involved in a lot of different processes like planning activities connected to OKRs and it was the idea to put everything under one roof. Before that, I had no experience with OKR before.
What is your role exactly in the whole OKR process?
As Program Lead my role is to make sure we are using OKR correctly and constantly improve in working with OKR. I constantly think about how we have done and how we can become better. That means, I give training and monitor our progress during the cycle. I also work with our leadership team and inform them about our success with the OKR program.
As part of my monitoring activities, I use several reports and Dashboards in the Workpath Analytics Suite that we put together individually.
What has led to the decision to do OKRs at Scout24?
Scout24 had a rather traditional Top-Down approach of managing organizational and team objectives. We realized that there are certain aspects to improve in order to connect everybody better with strategic priorities and improve alignment towards organizational goals.
During the time, some employees were already looking for ways to innovate and how other digital companies are working. Naturally, they started looking at the Bay Area and came across the concept of OKRs.
We started a pilot in 2018 with about a hundred people and it created a positive dynamic. That’s why we decided to progressively implement OKRs across the whole organization in early 2019 with Workpath.
What role did the leadership team play in the OKR implementation and its success?
In the beginning, there were some doubts, of course, but in general, the leadership team was very supportive. And that’s one of the main reasons why we are as successful as we are today. The leadership team has changed the way they communicate and talk about goals and set an example for the rest of the teams.
Today, OKR has become our common language. Whenever we talk in terms of success, prioritization, or capacity planning, we talk in terms of OKRs. And that’s because the leadership team was on board from the beginning and supported the decision.