How can someone from the Humanities, who carries in their personality all the stereotypes of the area, also be so systematic, meticulous and regulated? That's me. And imagine my happiness when I discovered Objective and Key Results (OKRs) when I arrived at Movimento Bem Maior just over 3 years ago! A fabulous encounter.
Until then, I had a slight idea of what OKRs were, an acronym from the world of agile culture, the innovation environment of startups, a cult methodology from Silicon Valley. Full stop. What was my surprise when I arrived at MBM, a social organization that had just been born, proposing to work with such a methodology. I was instigated!
At the same time that I joined to structure Communication, Bia Waclawek when landing at MBM was the same as Social Investments and it was her suggestion to work with this tool. The idea was taken to the board of directors who accepted the challenge. We ran the pilot for a year. Think of a challenging and, at the same time, flourishing year!
The results of the experience were so positive that we embraced OKRs and, since then, they have remained our official management methodology.
When I say that, for me, it was a fabulous meeting, it is because this methodology – created more than 50 years ago by Andrew Grove and popularized by John Doerr – provides me with organization, objectivity, transparency, efficiency… but with plasticity, autonomy and freedom that , together, allow me to be the best of my “artist-ruled” self as a manager.
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I clearly remember the first meetings where there were many fears and doubts about how to adapt the OKRs to our reality. The entire process was carried out collectively, involving everything from the board of directors to the grassroots teams. There were many debates, impasses, agreements and there was even a certain skepticism with what would lie ahead.
Everyone participated, got their hands dirty and took ownership of the processes. We could have started a consultancy at the beginning, but we understood that, first, we should take ownership, dive in and experience, day to day, in the pain and victories, what the real thing would be like. Now more seasoned, we seek opinions and exchange experiences with experts.
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And what I can say is that, throughout the first year of testing OKRs, it felt like magic was happening. Objectives achieved, deadlines met, time to experiment, make mistakes, correct and test again… ultimately deliver with excellence. I was surprised and, every day, more excited to move forward.
With OKRs well established at the center of our management, we move forward in cycles of review and implementation of improvements, including, for example, the adoption of the RACI Matrix to facilitate the execution of objectives among the team or the use of SCRUM tools in cycles quarterly work schedule.
Exploring these possibilities in an environment of social innovation and increasingly reaping positive results has been an uplifting experience. Currently, I cannot imagine managing MBM without the powerful help of OKRs, which provoke and encourage the team to dream big and be bold in their mission.
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