{"id":49968,"date":"2024-12-02T07:31:00","date_gmt":"2024-12-02T07:31:00","guid":{"rendered":"https:\/\/okrinstitute.org\/?p=49968"},"modified":"2024-12-02T11:51:29","modified_gmt":"2024-12-02T11:51:29","slug":"from-quarterly-okrs-to-weekly-wins-making-long-term-goals-work-with-agile","status":"publish","type":"post","link":"https:\/\/okrinstitute.org\/fr\/from-quarterly-okrs-to-weekly-wins-making-long-term-goals-work-with-agile\/","title":{"rendered":"Des OKR trimestriels aux victoires hebdomadaires\u00a0: faire fonctionner les objectifs \u00e0 long terme avec Agile"},"content":{"rendered":"<div class=\"wp-block-cover alignfull is-light has-custom-content-position is-position-bottom-center is-position-center-center image-shadow\" style=\"min-height:200px;aspect-ratio:unset;\"><span aria-hidden=\"true\" class=\"wp-block-cover__background has-background-dim-100 has-background-dim has-background-gradient\" style=\"background:linear-gradient(45deg,rgb(52,168,83) 0%,rgb(124,187,0) 100%)\"><\/span><div class=\"wp-block-cover__inner-container is-layout-flow wp-block-cover-is-layout-flow\">\n<h3 class=\"wp-block-heading has-text-align-center has-ast-global-color-5-color has-text-color has-link-color has-large-font-size wp-elements-e930fd44d0b235bee59ab8754bd29b8d\">Des OKR trimestriels aux victoires hebdomadaires\u00a0: faire fonctionner les objectifs \u00e0 long terme avec Agile<\/h3>\n<\/div><\/div>\n\n\n\n<section class=\"wp-block-uagb-section uagb-section__wrap uagb-section__background-undefined uagb-block-d280092c\"><div class=\"uagb-section__overlay\"><\/div><div class=\"uagb-section__inner-wrap\">\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-7387b849 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:66.66%\">\n<figure class=\"wp-block-gallery has-nested-images columns-default is-cropped wp-block-gallery-1 is-layout-flex wp-block-gallery-is-layout-flex\">\n<figure class=\"wp-block-image size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"576\" data-id=\"50627\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2024\/12\/okr-agile-1024x576.png\" alt=\"\" class=\"wp-image-50627\" srcset=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2024\/12\/okr-agile-1024x576.png 1024w, https:\/\/okrinstitute.org\/wp-content\/uploads\/2024\/12\/okr-agile-300x169.png 300w, https:\/\/okrinstitute.org\/wp-content\/uploads\/2024\/12\/okr-agile-768x432.png 768w, https:\/\/okrinstitute.org\/wp-content\/uploads\/2024\/12\/okr-agile-18x10.png 18w, https:\/\/okrinstitute.org\/wp-content\/uploads\/2024\/12\/okr-agile.png 1280w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/figure>\n\n\n\n<div class=\"wp-block-uagb-social-share uagb-social-share__outer-wrap uagb-social-share__layout-horizontal uagb-block-99614d51\">\n<div class=\"wp-block-uagb-social-share-child uagb-ss-repeater uagb-ss__wrapper uagb-block-509b42fd\"><span class=\"uagb-ss__link\" data-href=\"https:\/\/api.whatsapp.com\/send?text=\" tabindex=\"0\" role=\"button\" aria-label=\"WhatsApp\"><span class=\"uagb-ss__source-wrap\"><span class=\"uagb-ss__source-icon\"><svg xmlns=\"https:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\"><path d=\"M380.9 97.1C339 55.1 283.2 32 223.9 32c-122.4 0-222 99.6-222 222 0 39.1 10.2 77.3 29.6 111L0 480l117.7-30.9c32.4 17.7 68.9 27 106.1 27h.1c122.3 0 224.1-99.6 224.1-222 0-59.3-25.2-115-67.1-157zm-157 341.6c-33.2 0-65.7-8.9-94-25.7l-6.7-4-69.8 18.3L72 359.2l-4.4-7c-18.5-29.4-28.2-63.3-28.2-98.2 0-101.7 82.8-184.5 184.6-184.5 49.3 0 95.6 19.2 130.4 54.1 34.8 34.9 56.2 81.2 56.1 130.5 0 101.8-84.9 184.6-186.6 184.6zm101.2-138.2c-5.5-2.8-32.8-16.2-37.9-18-5.1-1.9-8.8-2.8-12.5 2.8-3.7 5.6-14.3 18-17.6 21.8-3.2 3.7-6.5 4.2-12 1.4-32.6-16.3-54-29.1-75.5-66-5.7-9.8 5.7-9.1 16.3-30.3 1.8-3.7 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1.326-25.34-9.517-39.29-18.66-21.83-14.31-34.16-23.22-55.35-37.18-24.49-16.14-8.612-25 5.342-39.5 3.652-3.793 67.11-61.51 68.33-66.75 .153-.655 .3-3.1-1.154-4.384s-3.59-.849-5.135-.5q-3.283 .746-104.6 69.14-14.85 10.19-26.89 9.934c-8.855-.191-25.89-5.006-38.55-9.123-15.53-5.048-27.88-7.717-26.8-16.29q.84-6.7 18.45-13.7 108.4-47.25 144.6-62.3c68.87-28.65 83.18-33.62 92.51-33.79 2.052-.034 6.639 .474 9.61 2.885a10.45 10.45 0 0 1 3.53 6.716A43.76 43.76 0 0 1 362.1 176.7z\"><\/path><\/svg><\/span><\/span><\/span><\/div>\n\n\n\n<div class=\"wp-block-uagb-social-share-child uagb-ss-repeater uagb-ss__wrapper uagb-block-deaaa0db\"><span class=\"uagb-ss__link\" data-href=\"https:\/\/www.facebook.com\/sharer.php?u=\" tabindex=\"0\" role=\"button\" aria-label=\"Facebook\"><span class=\"uagb-ss__source-wrap\"><span class=\"uagb-ss__source-icon\"><svg xmlns=\"https:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 320 512\"><path d=\"M279.1 288l14.22-92.66h-88.91v-60.13c0-25.35 12.42-50.06 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105.3 216.4 109.8-1.624-7.797-2.599-15.92-2.599-24.04 0-57.83 46.78-104.9 104.9-104.9 30.21 0 57.5 12.67 76.67 33.14 23.72-4.548 46.46-13.32 66.6-25.34-7.798 24.37-24.37 44.83-46.13 57.83 21.12-2.273 41.58-8.122 60.43-16.24-14.29 20.79-32.16 39.31-52.63 54.25z\"><\/path><\/svg><\/span><\/span><\/span><\/div>\n\n\n\n<div class=\"wp-block-uagb-social-share-child uagb-ss-repeater uagb-ss__wrapper uagb-block-75d4503a\"><span class=\"uagb-ss__link\" data-href=\"https:\/\/www.linkedin.com\/shareArticle?url=\" tabindex=\"0\" role=\"button\" aria-label=\"LinkedIn\"><span class=\"uagb-ss__source-wrap\"><span class=\"uagb-ss__source-icon\"><svg xmlns=\"https:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 448 512\"><path d=\"M100.3 448H7.4V148.9h92.88zM53.79 108.1C24.09 108.1 0 83.5 0 53.8a53.79 53.79 0 0 1 107.6 0c0 29.7-24.1 54.3-53.79 54.3zM447.9 448h-92.68V302.4c0-34.7-.7-79.2-48.29-79.2-48.29 0-55.69 37.7-55.69 76.7V448h-92.78V148.9h89.08v40.8h1.3c12.4-23.5 42.69-48.3 87.88-48.3 94 0 111.3 61.9 111.3 142.3V448z\"><\/path><\/svg><\/span><\/span><\/span><\/div>\n<\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Introduction aux OKR et aux m\u00e9thodologies agiles<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Objectifs et r\u00e9sultats cl\u00e9s (OKR) et <a href=\"https:\/\/www.scrum.org\/resources\/what-scrum-module\">M\u00e9thodologies agiles comme Scrum<\/a> sont des cadres puissants qui ont \u00e9t\u00e9 largement adopt\u00e9s dans les organisations modernes. Les OKR offrent une approche structur\u00e9e pour d\u00e9finir et atteindre des objectifs ambitieux, tandis que les m\u00e9thodologies Agile mettent l&#039;accent sur le d\u00e9veloppement it\u00e9ratif et incr\u00e9mental, permettant aux \u00e9quipes de fournir rapidement de la valeur et de s&#039;adapter aux exigences changeantes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les OKR sont un cadre de d\u00e9finition d\u2019objectifs qui aide les organisations \u00e0 d\u00e9finir et \u00e0 suivre des objectifs mesurables et leurs r\u00e9sultats cl\u00e9s correspondants. En fixant des objectifs clairs et ambitieux et en quantifiant leurs progr\u00e8s gr\u00e2ce \u00e0 des r\u00e9sultats cl\u00e9s, les \u00e9quipes peuvent rester concentr\u00e9es et align\u00e9es sur leurs priorit\u00e9s. Les OKR favorisent la transparence, la responsabilit\u00e9 et une culture d\u2019am\u00e9lioration continue.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les m\u00e9thodologies agiles, telles que Scrum, sont des approches it\u00e9ratives et incr\u00e9mentales de la gestion de projet et du d\u00e9veloppement logiciel. Elles mettent l&#039;accent sur la collaboration, la flexibilit\u00e9 et la capacit\u00e9 \u00e0 r\u00e9agir rapidement aux changements. Les \u00e9quipes Scrum travaillent en it\u00e9rations courtes appel\u00e9es sprints, au cours desquelles elles hi\u00e9rarchisent les t\u00e2ches, livrent des logiciels fonctionnels et s&#039;adaptent en permanence en fonction des commentaires et des exigences changeantes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Bien que les OKR et les m\u00e9thodologies Agile aient des objectifs diff\u00e9rents, elles partagent un objectif commun : favoriser la r\u00e9ussite organisationnelle gr\u00e2ce \u00e0 une ex\u00e9cution cibl\u00e9e et \u00e0 une am\u00e9lioration continue. En alignant ces cadres, les organisations peuvent tirer parti des points forts des deux approches, favorisant ainsi une culture de livraison ax\u00e9e sur les objectifs, adaptative et centr\u00e9e sur le client.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Probl\u00e8me courant #1\u00a0: d\u00e9calage des d\u00e9lais<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019un des principaux d\u00e9fis de l\u2019alignement des objectifs et des r\u00e9sultats cl\u00e9s (OKR) avec les m\u00e9thodologies agiles r\u00e9side dans l\u2019inad\u00e9quation inh\u00e9rente entre leurs calendriers respectifs. Les OKR sont g\u00e9n\u00e9ralement fix\u00e9s sur une base trimestrielle ou annuelle, fournissant une orientation strat\u00e9gique \u00e0 long terme pour l\u2019organisation. En revanche, les m\u00e9thodologies agiles, telles que Scrum, fonctionnent selon des cycles plus courts appel\u00e9s sprints, qui durent g\u00e9n\u00e9ralement de deux \u00e0 quatre semaines.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Cette disparit\u00e9 dans les d\u00e9lais peut cr\u00e9er un d\u00e9calage entre les objectifs g\u00e9n\u00e9raux et l\u2019ex\u00e9cution quotidienne du travail. Les OKR, de par leur nature, sont con\u00e7us pour \u00eatre ambitieux et exigeants, n\u00e9cessitant souvent des efforts soutenus sur une p\u00e9riode prolong\u00e9e. Cependant, le rythme rapide des sprints agiles peut rendre difficile le maintien d\u2019une concentration constante sur ces objectifs \u00e0 long terme, car les \u00e9quipes d\u00e9placent constamment leur attention vers la prochaine s\u00e9rie de livrables.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">De plus, le d\u00e9calage des d\u00e9lais peut entra\u00eener un manque de visibilit\u00e9 et de transparence concernant les progr\u00e8s r\u00e9alis\u00e9s en vue d\u2019atteindre les OKR. M\u00eame si les \u00e9quipes agiles peuvent apporter une valeur ajout\u00e9e \u00e0 chaque sprint, il peut \u00eatre difficile d\u2019\u00e9valuer la contribution de ces petites r\u00e9alisations aux objectifs strat\u00e9giques globaux. Ce d\u00e9calage peut donner lieu \u00e0 une vision fragment\u00e9e des progr\u00e8s, ce qui rend plus difficile de corriger le tir ou d\u2019ajuster les priorit\u00e9s selon les besoins.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Solution : d\u00e9composer les OKR en objectifs plus petits<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Pour rem\u00e9dier au d\u00e9calage entre les d\u00e9lais des OKR et les cycles de sprint agile, il est essentiel de d\u00e9composer les OKR trimestriels ou annuels en objectifs plus petits, au niveau du sprint. Cette approche garantit que les progr\u00e8s progressifs r\u00e9alis\u00e9s au cours de chaque sprint contribuent directement \u00e0 la r\u00e9alisation des OKR globaux.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Commencez par analyser vos OKR et identifiez les jalons cl\u00e9s ou les livrables n\u00e9cessaires pour les atteindre. D\u00e9composez ces jalons en t\u00e2ches plus petites et r\u00e9alisables qui peuvent \u00eatre accomplies en un seul sprint. Attribuez ces t\u00e2ches en tant qu&#039;objectifs de sprint ou user stories, en veillant \u00e0 ce qu&#039;elles soient sp\u00e9cifiques, mesurables et align\u00e9es sur les OKR globaux.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Lors des s\u00e9ances de planification de sprint, hi\u00e9rarchisez les t\u00e2ches qui auront l&#039;impact le plus significatif sur les OKR. Collaborez avec des \u00e9quipes interfonctionnelles pour vous assurer que chacun comprend comment son travail contribue aux objectifs plus larges. Cet alignement permet de maintenir la concentration et de garantir que les efforts sont orient\u00e9s vers l&#039;obtention des r\u00e9sultats souhait\u00e9s.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Tout au long du sprint, surveillez r\u00e9guli\u00e8rement la progression et ajustez le cap si n\u00e9cessaire. Les m\u00e9thodologies agiles mettent l&#039;accent sur la flexibilit\u00e9 et l&#039;adaptabilit\u00e9. Soyez donc pr\u00eat \u00e0 red\u00e9finir les priorit\u00e9s des t\u00e2ches ou \u00e0 affiner les OKR en fonction des informations \u00e9mergentes ou des circonstances changeantes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Apr\u00e8s chaque sprint, effectuez une r\u00e9trospective pour examiner les r\u00e9sultats et \u00e9valuer les progr\u00e8s r\u00e9alis\u00e9s dans la r\u00e9alisation des OKR. C\u00e9l\u00e9brez les r\u00e9ussites et identifiez les domaines \u00e0 am\u00e9liorer. Utilisez ces commentaires pour affiner les OKR ou ajuster l&#039;approche pour le prochain cycle de sprint. L&#039;am\u00e9lioration continue est essentielle pour garantir que les OKR restent pertinents et r\u00e9alisables.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">En d\u00e9composant les OKR en objectifs plus petits, au niveau du sprint, et en les r\u00e9visant et en les ajustant r\u00e9guli\u00e8rement, les organisations peuvent aligner efficacement les objectifs strat\u00e9giques \u00e0 long terme sur la nature it\u00e9rative et incr\u00e9mentale des m\u00e9thodologies agiles. Cette approche favorise la transparence, la collaboration et l&#039;am\u00e9lioration continue, augmentant ainsi la probabilit\u00e9 d&#039;atteindre les r\u00e9sultats souhait\u00e9s.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Probl\u00e8me courant #2\u00a0: <a href=\"https:\/\/fellow.app\/blog\/management\/cross-functional-collaboration-common-challenges-and-tips-to-make-it-work\/\">Manque de collaboration entre les \u00e9quipes<\/a><\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019un des principaux d\u00e9fis \u00e0 relever pour aligner les OKR sur les m\u00e9thodologies agiles est le manque potentiel de collaboration entre les \u00e9quipes. Les \u00e9quipes agiles fonctionnent souvent de mani\u00e8re cloisonn\u00e9e, chaque \u00e9quipe se concentrant sur ses t\u00e2ches et ses livrables sp\u00e9cifiques. Cette approche peut cr\u00e9er des obstacles \u00e0 une communication et une coordination efficaces entre les diff\u00e9rentes \u00e9quipes, ce qui est essentiel pour atteindre les OKR qui couvrent plusieurs domaines fonctionnels ou d\u00e9partements.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les OKR, en revanche, sont con\u00e7us pour favoriser la collaboration et l&#039;alignement interfonctionnels. Ils encouragent les \u00e9quipes \u00e0 travailler ensemble vers des objectifs communs, en brisant les silos organisationnels et en favorisant une compr\u00e9hension commune des objectifs de l&#039;entreprise. Cependant, si les \u00e9quipes agiles fonctionnent de mani\u00e8re isol\u00e9e, il peut \u00eatre difficile de s&#039;assurer que leurs efforts sont align\u00e9s sur les OKR plus larges et contribuent aux objectifs strat\u00e9giques globaux.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ce manque de collaboration entre les \u00e9quipes peut se manifester de plusieurs mani\u00e8res :<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Manque de visibilit\u00e9<\/strong>:Les \u00e9quipes cloisonn\u00e9es peuvent avoir une visibilit\u00e9 limit\u00e9e sur le travail et les progr\u00e8s des autres \u00e9quipes, ce qui rend difficile l\u2019identification des d\u00e9pendances, des conflits potentiels ou des opportunit\u00e9s de collaboration.<\/li>\n\n\n\n<li><strong>Des priorit\u00e9s conflictuelles<\/strong>:Sans communication et alignement efficaces, diff\u00e9rentes \u00e9quipes peuvent prioriser des t\u00e2ches ou des fonctionnalit\u00e9s qui ne sont pas align\u00e9es sur les OKR globaux, ce qui entra\u00eene des efforts mal align\u00e9s et des r\u00e9sultats sous-optimaux.<\/li>\n\n\n\n<li><strong>Efforts redondants ou dupliqu\u00e9s<\/strong>:En l&#039;absence de collaboration entre les \u00e9quipes, celles-ci peuvent travailler par inadvertance sur des t\u00e2ches ou des fonctionnalit\u00e9s similaires, ce qui entra\u00eene des efforts redondants et un gaspillage de ressources.<\/li>\n\n\n\n<li><strong>Des processus et des pratiques incoh\u00e9rents<\/strong>:Les \u00e9quipes cloisonn\u00e9es peuvent d\u00e9velopper leurs propres processus et pratiques, ce qui entra\u00eene des incoh\u00e9rences et des inefficacit\u00e9s lorsqu\u2019elles tentent de collaborer ou d\u2019int\u00e9grer leur travail.<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">Pour r\u00e9soudre ce probl\u00e8me, les organisations doivent favoriser une culture de collaboration interfonctionnelle et briser les silos qui peuvent exister au sein des \u00e9quipes agiles.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Solution : favoriser la collaboration interfonctionnelle<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L&#039;alignement r\u00e9ussi des OKR avec les m\u00e9thodologies agiles n\u00e9cessite une collaboration transparente entre les \u00e9quipes et les services. Les r\u00e9unions interfonctionnelles peuvent combler les \u00e9carts et garantir que tout le monde travaille vers des objectifs communs. Les r\u00e9unions r\u00e9guli\u00e8res, les revues de sprint et les r\u00e9trospectives doivent impliquer des repr\u00e9sentants de diff\u00e9rentes \u00e9quipes, <a href=\"https:\/\/www.linkedin.com\/advice\/0\/how-do-you-foster-open-honest-communication\">favoriser une communication ouverte et un alignement<\/a>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les OKR partag\u00e9s peuvent \u00e9galement favoriser la collaboration entre les \u00e9quipes. En d\u00e9finissant des OKR qui s&#039;\u00e9tendent \u00e0 plusieurs \u00e9quipes, vous cr\u00e9ez un sentiment d&#039;appropriation et de responsabilit\u00e9 partag\u00e9es. Les \u00e9quipes sont incit\u00e9es \u00e0 collaborer \u00e9troitement pour atteindre ces objectifs collectifs, en supprimant les cloisonnements et en favorisant une approche plus coh\u00e9rente.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les outils et plateformes collaboratives jouent un r\u00f4le crucial pour faciliter l\u2019alignement interfonctionnel. Les outils de gestion de projet, les tableaux de t\u00e2ches partag\u00e9s et les canaux de communication en temps r\u00e9el permettent aux \u00e9quipes de rester synchronis\u00e9es, de partager les mises \u00e0 jour et de g\u00e9rer rapidement les d\u00e9pendances. Ces outils favorisent la transparence, permettant aux \u00e9quipes de comprendre comment leur travail contribue aux objectifs organisationnels plus larges.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">De plus, des sessions de formation et de partage des connaissances interfonctionnelles peuvent aider les \u00e9quipes \u00e0 mieux comprendre les r\u00f4les, les processus et les d\u00e9fis de chacun. Cette compr\u00e9hension mutuelle favorise l&#039;empathie et facilite une collaboration plus efficace, car les \u00e9quipes peuvent mieux anticiper et r\u00e9soudre les obstacles ou les d\u00e9calages potentiels.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Probl\u00e8me courant #3 : Processus rigides et manque d&#039;adaptabilit\u00e9<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019un des principes fondamentaux des m\u00e9thodologies agiles est la capacit\u00e9 \u00e0 s\u2019adapter et \u00e0 r\u00e9agir au changement. Cependant, les organisations ont souvent du mal \u00e0 trouver un \u00e9quilibre entre le respect des processus \u00e9tablis et l\u2019adoption de la flexibilit\u00e9. Cette rigidit\u00e9 peut cr\u00e9er des tensions lors de l\u2019alignement des OKR avec les m\u00e9thodologies agiles.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Dans le contexte des OKR, les organisations peuvent se concentrer de mani\u00e8re excessive sur la r\u00e9alisation d\u2019objectifs sp\u00e9cifiques dans un d\u00e9lai pr\u00e9d\u00e9termin\u00e9, n\u00e9gligeant la n\u00e9cessit\u00e9 de corriger le cap ou de changer de cap en fonction de l\u2019\u00e9volution des circonstances ou des enseignements tir\u00e9s. Ce manque de flexibilit\u00e9 peut conduire \u00e0 un d\u00e9calage entre les OKR et les progr\u00e8s ou les r\u00e9sultats r\u00e9els obtenus.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">De m\u00eame, dans les m\u00e9thodologies agiles, les \u00e9quipes peuvent devenir trop ancr\u00e9es dans leurs processus, comme le respect strict de c\u00e9r\u00e9monies sp\u00e9cifiques ou d&#039;exigences de documentation. Bien que les processus soient importants pour assurer la structure et la coh\u00e9rence, une importance excessive accord\u00e9e \u00e0 ceux-ci peut entraver la capacit\u00e9 de l&#039;\u00e9quipe \u00e0 r\u00e9pondre aux besoins changeants des clients, aux avanc\u00e9es technologiques ou aux tendances \u00e9mergentes du march\u00e9.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Ce conflit entre les processus rigides et le besoin d\u2019adaptabilit\u00e9 peut se manifester de diverses mani\u00e8res :<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>R\u00e9sistance au changement<\/strong>:Les \u00e9quipes peuvent r\u00e9sister \u00e0 s\u2019\u00e9carter des processus \u00e9tablis, m\u00eame lorsqu\u2019il devient \u00e9vident que des ajustements sont n\u00e9cessaires pour obtenir de meilleurs r\u00e9sultats.<\/li>\n\n\n\n<li><strong>Manque d&#039;exp\u00e9rimentation<\/strong>:L\u2019accent mis sur le strict respect des processus peut \u00e9touffer l\u2019innovation et l\u2019exp\u00e9rimentation, qui sont pourtant essentielles \u00e0 l\u2019am\u00e9lioration continue.<\/li>\n\n\n\n<li><strong>Planification rigide<\/strong>:Les OKR et la planification agile peuvent devenir trop rigides, ne parvenant pas \u00e0 tenir compte des circonstances impr\u00e9vues ou des nouvelles opportunit\u00e9s qui surviennent pendant la phase d\u2019ex\u00e9cution.<\/li>\n\n\n\n<li><strong>Pens\u00e9e cloisonn\u00e9e<\/strong>:Les processus rigides peuvent renforcer la pens\u00e9e cloisonn\u00e9e, o\u00f9 les \u00e9quipes se concentrent uniquement sur leurs objectifs ou processus sp\u00e9cifiques, entravant ainsi la collaboration et l\u2019alignement interfonctionnels.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Pour r\u00e9soudre ce probl\u00e8me, les organisations doivent trouver un \u00e9quilibre entre structure et flexibilit\u00e9, en adoptant les principes des OKR et des m\u00e9thodologies agiles.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Solution : Adopter l\u2019agilit\u00e9 et l\u2019am\u00e9lioration continue<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Pour surmonter la rigidit\u00e9 des processus et le manque d\u2019adaptabilit\u00e9, les organisations <a href=\"https:\/\/www.linkedin.com\/advice\/0\/how-do-you-foster-culture-continuous-improvement-6e#:~:text=Empowering%20employees%20is%20pivotal%20in,scale%20changes%20without%20extensive%20oversight.\">devrait favoriser une culture d\u2019am\u00e9lioration continue<\/a>Cela implique de revoir r\u00e9guli\u00e8rement les processus, de solliciter les commentaires des membres de l\u2019\u00e9quipe et de s\u2019adapter si n\u00e9cessaire pour maintenir l\u2019alignement entre les OKR et les m\u00e9thodologies agiles.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Encouragez les \u00e9quipes \u00e0 exp\u00e9rimenter diff\u00e9rentes approches et \u00e0 it\u00e9rer en fonction des le\u00e7ons apprises. Donnez-leur les moyens d&#039;identifier les goulots d&#039;\u00e9tranglement, les inefficacit\u00e9s ou les domaines \u00e0 am\u00e9liorer, et fournissez-leur le soutien et les ressources n\u00e9cessaires pour mettre en \u0153uvre les changements.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Organisez des r\u00e9unions r\u00e9trospectives r\u00e9guli\u00e8res au cours desquelles les \u00e9quipes peuvent r\u00e9fl\u00e9chir \u00e0 leurs progr\u00e8s, discuter des d\u00e9fis et proposer des solutions. Ces r\u00e9unions doivent \u00eatre un espace s\u00fbr pour une communication ouverte et honn\u00eate, permettant aux membres de l&#039;\u00e9quipe de partager leurs points de vue sans crainte de r\u00e9percussions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">En outre, pensez \u00e0 mettre en place une boucle de r\u00e9troaction qui permet d\u2019ajuster en temps r\u00e9el les OKR et les processus agiles. \u00c0 mesure que de nouvelles informations ou circonstances apparaissent, soyez pr\u00eat \u00e0 revoir et \u00e0 affiner les OKR pour vous assurer qu\u2019ils restent pertinents et r\u00e9alisables.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019am\u00e9lioration continue implique \u00e9galement de proposer des formations continues et des opportunit\u00e9s de d\u00e9veloppement professionnel aux membres de l\u2019\u00e9quipe. \u00c9quipez-les des outils, techniques et meilleures pratiques les plus r\u00e9cents en mati\u00e8re de m\u00e9thodologies agiles et de gestion des OKR. Cela permettra de garantir que les \u00e9quipes disposent des comp\u00e9tences et des connaissances n\u00e9cessaires pour s\u2019adapter et prosp\u00e9rer dans un environnement en constante \u00e9volution.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Probl\u00e8me courant #4\u00a0: D\u00e9connexion entre la strat\u00e9gie et l&#039;ex\u00e9cution<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L&#039;un des d\u00e9fis courants de l&#039;alignement des OKR avec les m\u00e9thodologies agiles est le d\u00e9calage potentiel entre les objectifs strat\u00e9giques et l&#039;ex\u00e9cution quotidienne du travail. Les OKR sont souvent d\u00e9finis \u00e0 un niveau organisationnel sup\u00e9rieur, refl\u00e9tant les objectifs et priorit\u00e9s globaux de l&#039;entreprise. Cependant, ces objectifs strat\u00e9giques peuvent parfois sembler d\u00e9connect\u00e9s des t\u00e2ches et activit\u00e9s granulaires entreprises par les \u00e9quipes agiles.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les \u00e9quipes agiles se concentrent g\u00e9n\u00e9ralement sur la livraison d&#039;incr\u00e9ments logiciels fonctionnels via des cycles it\u00e9ratifs, tels que les sprints dans Scrum. Leur principale pr\u00e9occupation est de traiter les user stories, de r\u00e9soudre la dette technique et de garantir la fourniture continue de valeur aux clients. Bien que ces activit\u00e9s contribuent aux objectifs organisationnels plus larges, le lien direct n&#039;est pas toujours \u00e9vident pour les membres de l&#039;\u00e9quipe.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Cette d\u00e9connexion peut conduire \u00e0 un manque d&#039;alignement entre l&#039;orientation strat\u00e9gique d\u00e9finie par les OKR et le travail r\u00e9el effectu\u00e9 par les \u00e9quipes agiles. Les \u00e9quipes peuvent avoir du mal \u00e0 comprendre comment leurs efforts contribuent directement \u00e0 la r\u00e9alisation des OKR de l&#039;entreprise, ce qui peut entra\u00eener un manque potentiel de motivation et d&#039;engagement.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">De plus, si le lien entre les OKR et l&#039;ex\u00e9cution agile n&#039;est pas clairement \u00e9tabli, les \u00e9quipes peuvent travailler par inadvertance sur des initiatives qui ne soutiennent pas directement les priorit\u00e9s strat\u00e9giques de l&#039;organisation. Ce d\u00e9calage peut entra\u00eener un gaspillage d&#039;efforts, une allocation des ressources sous-optimale et l&#039;incapacit\u00e9 \u00e0 atteindre les r\u00e9sultats souhait\u00e9s d\u00e9crits dans les OKR.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pour r\u00e9soudre ce probl\u00e8me, il est essentiel de combler le foss\u00e9 entre la strat\u00e9gie et l\u2019ex\u00e9cution en \u00e9tablissant une ligne de vue claire entre les OKR et le travail effectu\u00e9 par les \u00e9quipes agiles. Cela peut \u00eatre r\u00e9alis\u00e9 gr\u00e2ce \u00e0 une communication efficace, \u00e0 la transparence et \u00e0 des efforts d\u2019alignement continus dans toute l\u2019organisation.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Solution : combler le foss\u00e9 entre la strat\u00e9gie et l\u2019ex\u00e9cution<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Il est essentiel de relier les OKR au travail agile quotidien pour combler le foss\u00e9 entre la strat\u00e9gie et l\u2019ex\u00e9cution. Une approche efficace consiste \u00e0 lier directement les user stories \u00e0 des OKR sp\u00e9cifiques. Cela cr\u00e9e une ligne de vue claire entre les objectifs strat\u00e9giques et le travail r\u00e9el effectu\u00e9 par les \u00e9quipes agiles.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Une communication et une collaboration r\u00e9guli\u00e8res entre les propri\u00e9taires des OKR et les \u00e9quipes agiles sont \u00e9galement essentielles. La tenue de sessions d\u2019alignement fr\u00e9quentes permet aux \u00e9quipes de comprendre comment leur travail contribue aux objectifs organisationnels plus larges et garantit que les OKR restent pertinents et r\u00e9alisables.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Impliquer des \u00e9quipes agiles dans le processus de d\u00e9finition des OKR peut renforcer encore le lien entre strat\u00e9gie et ex\u00e9cution. Les \u00e9quipes peuvent fournir des informations pr\u00e9cieuses sur la faisabilit\u00e9 et la complexit\u00e9 des objectifs propos\u00e9s, garantissant ainsi que les OKR sont r\u00e9alistes et align\u00e9s sur les capacit\u00e9s de l&#039;\u00e9quipe.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">De plus, il est important d&#039;\u00e9tablir une boucle de r\u00e9troaction dans laquelle les \u00e9quipes peuvent rendre compte de leurs progr\u00e8s par rapport aux OKR et fournir des mises \u00e0 jour sur les d\u00e9fis ou les obstacles qu&#039;elles rencontrent. Ces commentaires peuvent ensuite \u00e9clairer les ajustements des OKR ou la priorisation du travail, garantissant ainsi que l&#039;organisation reste agile et r\u00e9active face aux circonstances changeantes.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Conclusion et points cl\u00e9s \u00e0 retenir<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L&#039;alignement des OKR avec les m\u00e9thodologies agiles peut \u00eatre difficile, mais il est essentiel pour les organisations d&#039;atteindre leurs objectifs strat\u00e9giques tout en conservant leur agilit\u00e9 et leur adaptabilit\u00e9. Les principaux points \u00e0 retenir et recommandations sont les suivants :<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Adoptez la flexibilit\u00e9<\/strong>:Reconnaissez que les OKR et les processus agiles fonctionnent sur des d\u00e9lais diff\u00e9rents et soyez pr\u00eat \u00e0 d\u00e9composer les OKR en objectifs plus petits au niveau du sprint qui peuvent \u00eatre continuellement ajust\u00e9s en fonction des r\u00e9sultats de chaque sprint.<\/li>\n\n\n\n<li><strong>Favoriser la collaboration interfonctionnelle<\/strong>:Encouragez la collaboration et la communication entre les \u00e9quipes pour garantir que tout le monde travaille vers les m\u00eames objectifs et que les d\u00e9pendances et les obstacles potentiels sont identifi\u00e9s et trait\u00e9s d\u00e8s le d\u00e9but.<\/li>\n\n\n\n<li><strong>Donner la priorit\u00e9 \u00e0 l\u2019am\u00e9lioration continue<\/strong>Adoptez l\u2019\u00e9tat d\u2019esprit agile de l\u2019am\u00e9lioration continue et soyez pr\u00eat \u00e0 adapter les processus, les pratiques et m\u00eame les OKR selon les besoins en fonction des commentaires, des le\u00e7ons apprises et de l\u2019\u00e9volution des circonstances.<\/li>\n\n\n\n<li><strong><a href=\"https:\/\/okrinstitute.org\/courses\/okr-practitioner-course\/\">Combler le foss\u00e9 entre la strat\u00e9gie et l&#039;ex\u00e9cution<\/a><\/strong>: Assurez-vous que les OKR sont \u00e9troitement li\u00e9s \u00e0 la strat\u00e9gie globale de l&#039;organisation et que l&#039;ex\u00e9cution des processus agiles et des sprints contribue directement \u00e0 la r\u00e9alisation de ces objectifs strat\u00e9giques.<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">En relevant ces d\u00e9fis et en mettant en \u0153uvre les solutions recommand\u00e9es, les organisations peuvent aligner avec succ\u00e8s leurs OKR sur des m\u00e9thodologies agiles, favorisant ainsi une culture d\u2019am\u00e9lioration continue, d\u2019adaptabilit\u00e9 et de succ\u00e8s durable.<\/p>\n\n\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-7387b849 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:100%\">\n<div class=\"inherit-container-width wp-block-group is-layout-constrained wp-block-group-is-layout-constrained\" style=\"border-width:1px;border-radius:15px\"><div class=\"wp-block-group__inner-container\">\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-7387b849 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:100%\"><div class=\"has-text-align-left mb-0 pb-0 wp-block-post-author has-medium-font-size\"><div class=\"wp-block-post-author__avatar\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2022\/03\/dirkS1-min-150x150.png\" width=\"96\" height=\"96\" srcset=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2022\/03\/dirkS1-min-300x300.png 2x\" alt=\"Dirk Schmellenkamp\" class=\"avatar avatar-96 wp-user-avatar wp-user-avatar-96 alignnone photo\" \/><\/div><div class=\"wp-block-post-author__content\"><p class=\"wp-block-post-author__byline\">Nom de l&#039;auteur:<\/p><p class=\"wp-block-post-author__name\">Dirk Schmellenkamp<\/p><\/div><\/div>\n\n\n<p class=\"wp-block-paragraph\">PDG de l&#039;Institut OKR<\/p>\n<\/div>\n<\/div>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n<div style=\"height:15px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n<\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:33.33%\">\n<div style=\"height:20px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p class=\"recent-post wp-block-paragraph\">Cours connexes<\/p>\n\n\n<div class=\"wp-block-qubely-postgrid qubely-block-9dde4d\"><div class=\"qubely-postgrid-wrapper  qubely-postgrid-layout-1\" ><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-in\"><a href=\"https:\/\/okrinstitute.org\/fr\/courses\/okr-leadership-course\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2022\/08\/okr-leader.png\" alt=\"OKR Leadership Course\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/courses\/okr-leadership-course\/\">Cours de leadership OKR<\/a><\/h6><\/div><\/div><\/div><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-in\"><a href=\"https:\/\/okrinstitute.org\/fr\/courses\/okr-foundation\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2016\/12\/okr-foundation.webp\" alt=\"OKR Foundation Course\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/courses\/okr-foundation\/\">Cours de base OKR<\/a><\/h6><\/div><\/div><\/div><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-in\"><a href=\"https:\/\/okrinstitute.org\/fr\/courses\/okr-practitioner-course\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2022\/01\/practitioner-course.png\" alt=\"OKR Practitioner Course\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/courses\/okr-practitioner-course\/\">Cours de praticien OKR<\/a><\/h6><\/div><\/div><\/div><\/div><\/div>\n\n\n<p class=\"recent-post wp-block-paragraph\">Messages r\u00e9cents<\/p>\n\n\n<div class=\"wp-block-qubely-postgrid qubely-block-75fbfc\"><div class=\"qubely-postgrid-wrapper  qubely-postgrid-layout-1\" ><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-out\"><a href=\"https:\/\/okrinstitute.org\/fr\/overcoming-roadblocks-in-organization-wide-implementation\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2023\/11\/Blog-69-2.png\" alt=\"OVERCOMING ROADBLOCKS IN ORGANIZATION-WIDE OKR IMPLEMENTATION\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/overcoming-roadblocks-in-organization-wide-implementation\/\">SURMONTER LES OBSTACLES DANS LA MISE EN \u0152UVRE DES OKR \u00c0 L\u2019\u00c9CHELLE DE L\u2019ORGANISATION<\/a><\/h6><\/div><\/div><\/div><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-out\"><a href=\"https:\/\/okrinstitute.org\/fr\/6-empowering-leadership-styles-to-optimize-okr-performance\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2022\/12\/business-team-discussing-their-ideas-while-working-office-1024x669.jpg\" alt=\"6 Empowering Leadership styles to optimize okr performance\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/6-empowering-leadership-styles-to-optimize-okr-performance\/\">6 styles de leadership stimulants pour optimiser les performances de l&#039;okr<\/a><\/h6><\/div><\/div><\/div><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-out\"><a href=\"https:\/\/okrinstitute.org\/fr\/improving-employee-performance-with-okr-institute\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2022\/05\/group-people-working-out-business-plan-office-1-1024x683.jpeg\" alt=\"improving employee performance\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/improving-employee-performance-with-okr-institute\/\">am\u00e9liorer la performance des employ\u00e9s<\/a><\/h6><\/div><\/div><\/div><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-out\"><a href=\"https:\/\/okrinstitute.org\/fr\/how-startups-can-differentiate-acquire-and-retain-customers\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2024\/07\/outperform-via-okrs-1024x576.png\" alt=\"Using OKRs to Outsmart the Competition: How Startups Can Differentiate, Acquire, and Retain Customers\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/how-startups-can-differentiate-acquire-and-retain-customers\/\">Utiliser les OKR pour surpasser la concurrence : comment les startups peuvent se diff\u00e9rencier, acqu\u00e9rir et fid\u00e9liser leurs clients<\/a><\/h6><\/div><\/div><\/div><div class=\"qubely-postgrid qubely-post-list-view qubely-postgrid-style-2\"><div class=\"qubely-post-list-wrapper qubely-post-list-center\"><div class=\"qubely-post-list-img qubely-post-img qubely-post-img-zoom-out\"><a href=\"https:\/\/okrinstitute.org\/fr\/the-power-of-okrs-how-to-use-this-goal-setting-framework-to-transform-your-mindset-and-achieve-your-dreams\/\"><img decoding=\"async\" class=\"qubely-post-image\" src=\"https:\/\/okrinstitute.org\/wp-content\/uploads\/2023\/08\/Goals-1024x683.jpg\" alt=\"the power of Okrs: how to use this goal-setting framework to transform your mindset and achieve your dreams\"\/><\/a><\/div><div class=\"qubely-post-list-content\"><h6 class=\"qubely-postgrid-title\"><a href=\"https:\/\/okrinstitute.org\/fr\/the-power-of-okrs-how-to-use-this-goal-setting-framework-to-transform-your-mindset-and-achieve-your-dreams\/\">le pouvoir d&#039;Okrs\u00a0: comment utiliser ce cadre de d\u00e9finition d&#039;objectifs pour transformer votre \u00e9tat d&#039;esprit et r\u00e9aliser vos r\u00eaves<\/a><\/h6><\/div><\/div><\/div><\/div><\/div>\n\n\n<div style=\"height:41px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<p class=\"recent-post wp-block-paragraph\">Mots cl\u00e9s<\/p>\n\n\n\n<p class=\"tag-post wp-block-paragraph\">#OKR<\/p>\n\n\n\n<p class=\"tag-post wp-block-paragraph\">Impl\u00e9mentation #OKR<\/p>\n\n\n\n<p class=\"tag-post wp-block-paragraph\">#okrs et agile<\/p>\n\n\n\n<div class=\"wp-block-uagb-wp-search uagb-wp-search__outer-wrap uagb-block-e757e23a uagb-layout-input-button\"><form class=\"uagb-search-wrapper\" role=\"search\" action=\"https:\/\/okrinstitute.org\/fr\/\" method=\"get\" data-trp-original-action=\"https:\/\/okrinstitute.org\"><div class=\"uagb-search-form__container\" role=\"tablist\"><input placeholder=\"Chercher\" class=\"uagb-search-form__input\" type=\"search\" name=\"s\" title=\"Chercher\"\/><button class=\"uagb-search-submit\" type=\"submit\"><span class=\"uagb-wp-search-button-icon-wrap\"><svg xmlns=\"https:\/\/www.w3.org\/2000\/svg\" viewbox=\"0 0 512 512\"><path d=\"M500.3 443.7l-119.7-119.7c27.22-40.41 40.65-90.9 33.46-144.7C401.8 87.79 326.8 13.32 235.2 1.723C99.01-15.51-15.51 99.01 1.724 235.2c11.6 91.64 86.08 166.7 177.6 178.9c53.8 7.189 104.3-6.236 144.7-33.46l119.7 119.7c15.62 15.62 40.95 15.62 56.57 0C515.9 484.7 515.9 459.3 500.3 443.7zM79.1 208c0-70.58 57.42-128 128-128s128 57.42 128 128c0 70.58-57.42 128-128 128S79.1 278.6 79.1 208z\"><\/path><\/svg><\/span><\/button><\/div><input type=\"hidden\" name=\"trp-form-language\" value=\"fr\"\/><\/form><\/div>\n<\/div>\n<\/div>\n<\/div><\/section>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":50627,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"qubely_global_settings":"","qubely_interactions":"","inline_featured_image":false,"_uag_custom_page_level_css":"","site-sidebar-layout":"no-sidebar","site-content-layout":"page-builder","ast-site-content-layout":"full-width-container","site-content-style":"unboxed","site-sidebar-style":"unboxed","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"disabled","ast-breadcrumbs-content":"disabled","ast-featured-img":"disabled","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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Schmellenkamp","author_link":"https:\/\/okrinstitute.org\/fr\/author\/dirk\/"},"qubely_comment":0,"qubely_category":"<a href=\"https:\/\/okrinstitute.org\/fr\/category\/general\/\" rel=\"category tag\">General<\/a>","qubely_excerpt":null,"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.7 (Yoast SEO v27.7) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Making Long-Term Goals Work With Agile<\/title>\n<meta name=\"description\" content=\"Explore setting sprint OKRs to align with quarterly goals, review regularly, and adjust based on outcomes. 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