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OKRs nas empresas : o caso Amkor Technology
| Name: | Description: | Size: | Format: | |
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| 1.07 MB | Adobe PDF |
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Abstract(s)
No cenário empresarial atual, marcado pela competição e globalização crescentes, as organizações enfrentam uma variedade de desafios e complexidades. Nesse contexto, é essencial que as empresas estabeleçam estratégias claras para fortalecer a sua capacidade competitiva e para alcançar esse objetivo, é crucial contar com o suporte de metodologias eficazes de gestão. Essas abordagens não apenas ajudam a navegar pelas complexidades do ambiente empresarial, mas também permitem uma melhor adaptação às mudanças e uma maximização das oportunidades de crescimento. Seguindo exemplos bem-sucedidos como os da Intel e da Google, são cada vez mais as empresas que procuram e aplicam a metodologia OKRs (Objectives and Key Results). Com o presente estudo de caso, analisou-se o uso desta metodologia de forma complementar ao Balanced Scorecard, com vista a perceber como é que estas duas metodologias se podem juntar e trazer mais vantagens para a organização. Foram realizadas seis entrevistas dentro do grupo Amkor Technology, especificamente na fábrica em Portugal (ATEP). Os colaboradores escolhidos para estas entrevistas foram diretores de diferentes áreas (Recursos Humanos, Financeira, Operações e Qualidade), o Chef Operating Officer da empresa e um Engenheiro da Qualidade. Este estudo permitiu concluir que a organização encara a metodologia OKR como um meio de colmatar limitações que o Balanced Scorecard apresenta. Para além disso, aquela metodologia traz vantagens promissoras para o crescimento dos seus colaboradores e da empresa em si.
In today's business environment, marked by fierce competition and increasing globalisation, organisations face a variety of challenges and complexities. In this context, it is essential that companies establish clear strategies to strengthen their competitive capacity, and, to achieve this, it is crucial to have the support of effective management methodologies. These approaches not only help to navigate the complexities of the business environment, but also allow for better adaptation to change and maximisation of growth opportunities. After great examples of this, such as Intel and Google, the demand for and application of OKRs (Objectives and Key Results) by companies has grown considerably. This case study aims to analyse the use of the OKRs methodology, in a complementary way to the Balanced Scorecard, with a view to understanding how these two methodologies can come together and bring more advantages to the organisation. Six interviews were conducted within the Amkor Technology group, specifically at the factory in Portugal (ATEP). The employees chosen for these interviews were four managers from different areas (Human Resources, Finance, Operations and Quality), the company's Chief Operating Officer and a Quality Engineer. What has emerged from this study is that the organisation needs this complement offered by the OKR methodology, which enables it to overcome the limitations of the Balanced Scorecard. In addition, this methodology brings promising advantages for the growth of its employees and the company itself.
In today's business environment, marked by fierce competition and increasing globalisation, organisations face a variety of challenges and complexities. In this context, it is essential that companies establish clear strategies to strengthen their competitive capacity, and, to achieve this, it is crucial to have the support of effective management methodologies. These approaches not only help to navigate the complexities of the business environment, but also allow for better adaptation to change and maximisation of growth opportunities. After great examples of this, such as Intel and Google, the demand for and application of OKRs (Objectives and Key Results) by companies has grown considerably. This case study aims to analyse the use of the OKRs methodology, in a complementary way to the Balanced Scorecard, with a view to understanding how these two methodologies can come together and bring more advantages to the organisation. Six interviews were conducted within the Amkor Technology group, specifically at the factory in Portugal (ATEP). The employees chosen for these interviews were four managers from different areas (Human Resources, Finance, Operations and Quality), the company's Chief Operating Officer and a Quality Engineer. What has emerged from this study is that the organisation needs this complement offered by the OKR methodology, which enables it to overcome the limitations of the Balanced Scorecard. In addition, this methodology brings promising advantages for the growth of its employees and the company itself.
Description
Keywords
OKR Metas Organização Objetivos Targets Organisation Goals
Pedagogical Context
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CC License
Without CC licence