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Many of us are familiar with the history of Objectives and Key Results (OKRs). When I first came across the methodology in 2013, I was wowed by stories of organisational alignment and focus from the likes of Google, Twitter and LinkedIn. I rushed out to buy John Doerr’s back catalogue. After 7 years of implementing OKRs both from within and outside organisations, I have learned that they are not the silver bullet that I once thought they were.
James was appointed as Executive Director of Human Resources and Organisational Development (HR & OD) in October 2016 and in November 2017, James was appointed to the post of Deputy Chief Executive retaining executive oversight of the HR, OD and improvement agenda. James returned to Medway having started his career there as an apprentice in 1996; He joined the Trust from Great Ormond Street Hospital for Children where he held the position of Deputy Director of HR & OD.
Open any broadsheet newspaper and you will find at least one reference to the fact that we are in a productivity crisis. Organisations are not keeping up with what is possible and the gap is worsening. So what is causing this gap? Will the growing capabilities in Artificial Intelligence and Machine Learning help or hinder and how can we as the leaders of organisations help to close it? There are many contributing factors, but for me one stands out; the organisational hierarchy.
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