課程以擁有千萬用戶的國際手機品牌 OnePlus 為案例,說明產品團隊是如何導入 OKR 制度,不再只顧 KPI,一路從公司目標設定、引進資料驅動思維到管理檢核體系並優化產品,最終成功數位轉型,大幅提升組織績效。
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OKR 是什麼?
OKR 全稱為 「Objectives and Key Results」。Objectives 意思是公司期望解決的商業問題,例如:營收、市場滲透率;Key Results 則是量測目標進度的指標,例如:APP 活躍用戶數。OKR 目前廣受企業青睞,最著名案例便是 Google 引進該制度,從不到一百人的新創公司,搖身一變為市值將近 2 兆美元的科技巨擎。
OKR vs KPI 差異?
OKR 和 KPI 最大的差別是,KPI 通常直接由上層指派任務,注重數字而非過程,容易讓團隊和公司真正目標脫鉤;甚至不擇手段地採用偏門方法,只為滿足表面的數字。OKR 為團隊一起討論和確立未來總體目標,再從總體目標拆解成各部門子目標,並建立指標衡量。透過 OKR 能夠促進內部溝通,以及讓成員都清楚自己使命。
課程案例背景
由於 OnePlus 用戶在四年內快速突破千萬量級,面對產品多樣性、新舊用戶、行銷與渠道的在地化、與商業模式變化的挑戰,公司必須在延續品牌風格與確保用戶體驗的同時,執行新市場的拓圈,並提升研發資源跟上發展腳步。在這多重挑戰下,如何「Stay FOCUS」會是第一階段最重要的開端,從 OKR 框架思考市場與產品定位,並聚焦高價值的產出,做最重要的事。
補充資料:《OKR 與團隊管理》
講師分享蠻多實施 OKR 會遇到的雷點,不會只是照本宣科,講教科書就有的東西,還算值得看看!
擁有 8 年 B2B&B2C 經驗的產品人,從 IPC IoT 工程師技術起頭,延續技術優勢轉職 PM,進一步到作為新創與跨國產品經理時,結合商業價值定位產品 7P,Business intelligence 資料分析,並產出 AI+ product;到現階段負責數十人的產品團隊,透過 Vision、Scrum、OKR 定位目標與團隊共識,最大化產品價值,開拓了近十項新產品,並與 Adobe、Spotify、Parsons 等國際企業與學院建立商務合作。
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