Team-Centric Innovation: The Role of Objectives and Key Results (OKRs) in Managing Complex and Challenging Projects

Abstract: Within the intricate landscape of IT projects, managing complexities, optimizing task allocation, and incessantly refining work methodologies stand as fundamental imperatives. Spanning from sophisticated infrastructure management to pioneering AI tool testing, IT projects demand methodologies adept at navigating intricacies while ensuring optimal outcomes.In this context, the Stacey Matrix [1] emerges as a critical tool for analyzing project complexity and uncertainty within the IT domain. This model provides invaluable insights into diverse challenges, guiding efficient task and resource allocation while emphasizing the need for adaptability and responsiveness in IT endeavors.John Doerr's seminal work, "Measure What Matters" [2] underscores the significance of Objectives and Key Results (OKRs) as a transformative approach. In the realm of IT, where innovation and performance are paramount, OKRs serve as compass points, guiding projects toward strategic objectives and fostering accountability at every level. Whether optimizing IT service delivery or fortifying cybersecurity frameworks, OKRs infuse clarity and agility into IT ventures.Furthermore, the integration of Lean Startup principles, as advocated by Eric Ries in "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses" [3] amplifies the innovation quotient within IT projects. By emphasizing validated learning, iterative experimentation, and a customer-centric approach, Lean Startup principles bolster IT ventures by nurturing a culture of adaptive problem-solving and rapid prototyping.This study seeks to explore the interplay between the Stacey Matrix [4], Lean Startup methodologies and OKR frameworks within the realm of IT projects. By examining practical applications in areas such as IT infrastructure management, AI tool testing, and cybersecurity enhancement, it endeavors to illustrate how the synergistic integration of these approaches addresses complexities in IT projects and fosters iterative improvements within the dynamic landscape of information technology.(1)Hopp, C., Vargo, S.L.: The Stacey matrix and service ecosystems: insights and opportunities. J. Serv. Manag. 30(4), 444–459 (2019)(2)Doerr, J. (2018). Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs. USA: Penguin Publishing Group.(3)Ries, E. (2011). The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Vereinigtes Königreich: Crown.(4)Zierock, B., Jungblut, A., Senn, N. (2023). Chaotic Customer Centricity. In: Stephanidis, C., Antona, M., Ntoa, S., Salvendy, G. (eds) HCI International 2023 Posters. HCII 2023. Communications in Computer and Information Science, vol 1832. Springer, Cham. https://doi.org/10.1007/978-3-031-35989-7_24

Keywords: Innovation, Project management, Prototyping, Stacey Matrix, OKR, Lean Start Up

DOI: 10.54941/ahfe1004717

Cite this paper:

​