Avinor, the operator of all the main airports in Norway, use Strategy Orchestrator as a tool to control their strategy implementation
Strategy Orchestrator continues to work with the customers and add features that are vital for companies to operate in the best possible way. The newest addition to our software is the possibility to not only measure KPI’s, goals and follow up on projects. We now also offer the possibility to keep track of OKR’s along side the companies strategy.
OKR - Objective and Key results is a measurement on employee, team and company basis, where the focus is to align the strategy and goals across the organisation. It has always been a goal for Strategy Orchestrator to better the transparency in companies, and with the possibility to track OKR’s alongside KPI’s we believe that the internal transparency will blossom. If you would like to read more about OKR’s please follow the link bellow to our blog post about OKR’s.
New features release January 2019:
New Canvas pages (in addition to Mission and Vision) for
Value proposition canvas
Story telling canvas
Company culture canvas
Preview KPI reminders, and added division filter
Add option when saving KPI to move immediately to KPI Values page
Tags (Admin page, Report page for Goal,KPI, actions and initiative)
Sort risk values on custom value
User image on Goal modal / popup and added vertical scrolling if text exceed canvas height
Odata integration - includes child objects
Improved notifications on mobile app
New privilege to add the option to add and edit KPI's to users without data administrator privileges
Share page/screeenshot page, choose to exclude/include menu
Option to add extra logging to analyze user behaviour and usage
Added option to leave "Reminder days" on KPI empty, to avoid alerts to be sent. 0 means the notification will be sent same day as the period for KPI ends
New languages supported: Spanish, Arabic (RTL), Swedish, Danish and one specifically for handling OKRs
OKR is an abbreviation for Objective and Key Results, where the goal is to make the company focus on the main strategies, prioritizing and pulling together. The concept was first introduced by John Doerr in the book “Measure what matters”. In his book, the objective is described as the place we want to go and the key results is how we get there. There should only be a limited number of key results per objective (2-5) so that the employees don’t lose track, but keep focused.
If you have a good product, that's nice. A huge market is cool. But in the end it's all about your ability to execute on your business ideas that counts for VC's and investors.
Are you prepared? We recommend not using Powerpoint to present these numbers, but a tool like Strategy Orchestrator to convince them you are in control and focused on following up on your goals.
These are some of the metrics you should be prepared to discuss:
But how do you get there? By setting short term goals that the employees can work towards on a regular basis makes each step easier, as one sees results short term. In the time after a new strategy is in place, the focus should not be on whether we are reaching the vision, but if we are one the right path towards that goal.