{"id":3865,"date":"2021-11-06T00:29:39","date_gmt":"2021-11-05T23:29:39","guid":{"rendered":"https:\/\/www.fullo.net\/blog\/?p=3865"},"modified":"2021-11-06T21:56:41","modified_gmt":"2021-11-06T20:56:41","slug":"budgeting-ed-okr","status":"publish","type":"post","link":"https:\/\/www.fullo.net\/blog\/2021\/11\/06\/budgeting-ed-okr\/","title":{"rendered":"Budgeting ed OKR"},"content":{"rendered":"\n

Un punto importante da tenere sempre in considerazione quando si vogliono adottare gli OKR<\/strong> \u00e8 che questi nascono principalmente come uno strumento utile a portare crescita ed innovazione nell’azienda, cio\u00e8 ad andare da uno stato di continuit\u00e0 ad uno di rottura (in senso positivo) dei normali schemi operativi. <\/p>\n\n\n\n

Per questo motivo, in quanto strumento di crescita, \u00e8 importante ricordarsi che ci\u00f2 che fa funzionare l’azienda non deve essere messo in secondo piano, e che gli OKR devono affiancare le attivit\u00e0 quotidiane e non renderle impossibili<\/strong>. <\/p>\n\n\n\n\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n

In alcuni libri, tra cui Succeeding with OKRs in Agile<\/a>, questo ricordarsi dell’esistenza del Business as Usual (BAU<\/em>) viene indicato come OKR-0<\/em> ed \u00e8 visto come una sorta di meta obiettivo operativo che non permette il fallimento. <\/p>\n\n\n\n

Non penso che basti considerare solo l’OKR-0<\/em> per avere una business continuity sana, questo perch\u00e9 l’avere tanti obiettivi, per quanto scritti secondo i canoni degli OKR, ma defocalizzanti rispetto al business core aziendale, rischia di danneggiare l’azienda invece che aiutarla.<\/p>\n\n\n\n

Dal mio canto preferisco separare il concetto di BAU <\/em>da quello di crescita lavorando sulla adeguatezza dell’azienda rispetto agli obiettivi strategici che vengono definiti.<\/p>\n\n\n\n

Inoltre, bisogna come prima cosa identificare la tipologia di crescita che vogliamo ottenere. <\/p>\n\n\n\n

Vogliamo migliorare i processi attuali? In modo da avere una riduzione dei costi o un miglioramento delle performance senza fare investimenti sostanziali sulla struttura. <\/p>\n\n\n\n

Oppure vogliamo creare nuovi prodotti e servizi? E di conseguenza dirottare risorse, di qualsiasi natura, verso la R&D necessaria a tale scopo? <\/p>\n\n\n\n

Entrambe le scelte sono valide, ed entrambe portano a concetti di crescita diversi che hanno bisogno di adottare strategie operative diverse.<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n

Tale decisione pu\u00f2, e dovrebbe, emergere da una rinnovata strategia annuale ma deve essere avvalorata da una accorta pianificazione sul fronte del budget e della capacity aziendale, intesa anche nella possibilit\u00e0 di mettere a terra determinate competenze allontanandole dall’operativit\u00e0 ordinaria.<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n

Tempo fa ho scritto su come fare la stesura di un budget<\/a>, e su come efficacia<\/em>, adeguatezza <\/em>ed efficienza <\/em>fossero strettamente correlate. Quel discorso \u00e8 ancora valido e soprattutto viene enfatizzato dal fatto che Obiettivi e Risultati sono correlati a Risorse tramite adeguatezza <\/em>a perseguirli ed efficienza <\/em>a raggiungerli. <\/p>\n\n\n\n

Ecco perch\u00e9 la stesura degli OKR strategici deve passare anche da una oculata analisi delle proprie risorse e dalla stesura di un budget, altrimenti si otterr\u00e0 solo un senso di frustrazione data da Obiettivi non commisurati alle proprie forze ed al rischio di affossare il business dell’azienda stessa. <\/p>\n\n\n\n

\n

Se vuoi approfondire ulteriormente iscriviti al corso sugli OKR che terr\u00f2 prossimamente.
<\/p>\n\n\n\n

\n
Register on Eventbrite<\/a><\/div><\/div>\n<\/div>\n<\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

Un punto importante da tenere sempre in considerazione quando si vogliono adottare gli OKR \u00e8 che questi nascono principalmente come uno strumento utile a portare crescita ed innovazione nell’azienda, cio\u00e8 ad andare da uno stato di continuit\u00e0 ad uno di rottura (in senso positivo) dei normali schemi operativi.<\/p>\n","protected":false},"author":1,"featured_media":3866,"comment_status":"closed","ping_status":"open","sticky":false,"template":"templates\/template-cover.php","format":"standard","meta":{"jetpack_post_was_ever_published":false,"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"Budgeting ed OKR, come creare degli OKR che non danneggino e non siano influenzati dal business as usual?","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[2301,2268,2261],"tags":[2270,2372,2290,2321],"class_list":["post-3865","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-advisoring","category-entrepreneurship","category-smartworking","tag-beyond-budgeting","tag-budget","tag-consulenza","tag-okr"],"yoast_head":"\nBudgeting ed OKR - 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Digitiamo opera in questo modo, con una linea di business pi\u00f9 tradizionale ed una prossima allo startup studio. 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Resources. OKR al quadrato, OKR\u00b2. Non \u00e8 un gioco di parole, ma una necessaria evoluzione di come pensiamo agli obiettivi aziendali. 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