Article updated in September 2023<\/p>\n\n\n\n
Companies operate in an increasingly complex reality that must be mastered. On the one hand, customer expectations in terms of corporate social responsibility user experience have never been stronger. On the other hand, technological developments and the ability of GAFA and start-ups to adapt to them are changing the game in many sectors of activity.<\/strong><\/p>\n\n\n\n This context, still shaken by successive crises, places companies in an emergency situation to reinvent themselves, rethink their value proposition, and develop new business models or risk being left behind.\u00ab\u00a0disrupting<\/a>\u00a0\u00bbSooner or later.\".<\/p>\n\n\n\n This forced transformation requires leaders to fundamentally rethink the way they drive the vision, prioritize and manage the various transformation projects. The main challenge: being in real implementation of the strategic plan on the ground<\/strong>.<\/p>\n\n\n\n To do this, it is necessary to ensure that employees understand the meaning of this transformation, are willing to contribute to it, and know how to do so on a daily basis. Good news! A management tool allows all of this at once: the OKR method:<\/strong><\/p>\n\n\n\n Strategic management through the OKR method<\/strong> was initiated at Intel in the 1970s by Andy Grove<\/strong>, its CEO and co-founder. Then advised by\u00a0John Doerr<\/strong>\u00a0in the 1990s, two young founders of a startup in which he invested\u2026 and which would become Google<\/a>. It is interesting to note that John Doerr discovered this method while attending a conference given by Andy Grove in 1975, and in turn made it the subject of his own book. its own <\/strong>Ted conference<\/a> on the subject, in 2018. It is no coincidence that twenty years later, OKRs are still used. the main tool for managing the activity<\/strong> from all the employees of Google.<\/p>\n\n\n\n\n\n
<\/a>Where does the OKR method come from?<\/h2>\n\n\n\n