“I'll be deadly honestly, we got way more wrong at first than what we got right,” he says. “The old way of doing things [was] sticky… we didn’t go through the right unlearning process… before we put in OKRs.”.
To help people unlearn and put OKRs in successfully, the company built the work into their Playbook.
“[We had to] work out our new rhythm, cadence and style with OKRs,” Price says. “For us, it was very much around the objective, around measuring outcomes and around putting the customer problem or opportunity at the center of the reason you're doing the thing.”
Price says one of the reasons many companies operate in an agile framework is because they have inherent uncertainty, complexity and ambiguity in what they are trying to achieve.
“We know the objective, we know the outcome we want to achieve but we don't always know exactly how to get there,” he says.
He says OKR frameworks teach companies to have high certainty on objectives and the things they want to achieve.
“Let's identify things we believe will enable us to measure progress and then lets constantly learn and course correct.”
Alicia Aitken is Head of Investment Management for Strategic Projects at ANZ