Cansel Sörgens
Organisational Development | OKR Expert
Köln, Germany
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Cansel Sörgens has been an impactful contributor to the corporate landscape since 2008, where she held roles as a Product Manager and Agile Organisational Development Manager in dynamic, fast-growing organisations. With a wealth of expertise, Cansel excels in leading strategic cross-departmental projects and driving Agile Transformations. Since 2016, Cansel has been at the forefront of implementing OKR methodologies across diverse organisational structures, spanning B2B, B2C, and B2B2C, in industries ranging from E-Commerce, Retail, MedTech, FinTech, InsureTech, Consumer Electronics, to Pharma. Cansel not only shares her extensive, practice-proven OKR experience as speaker and author but also as the founder of OKR Lean Coffee and Reshaping the Future of OKRs. For further details, please explore her website: https://cansel-soergens.com
Area of Expertise
Topics
Dynamic Organisational Design: Strategic Alignment and Cross-Team Collaboration with The Solar Syste
AI, digitalisation, sustainability… As new strategic challenges arise, achieving strategic alignment remains critical for success.
Strategy development with outcome-focused OKRs (Objectives and Key Results), can drive strategic alignment across organisations, beyond traditional vertical and horizontal structures.
However, the common practice of cascading goals and following existing organisational structures slows down and causes frustration. There's a better way: “The Solar System” - a model that breaks down silos, strengthens autonomous teams, and fosters cross-department collaboration, all while driving strategic alignment.
This talk introduces” The Solar System”, featuring team structures like Product Teams, Shared-Outcome Teams, and Strategic-Theme Teams. This model enables dynamic reteaming and a flexible organisational design that adapts to evolving strategic needs of the business. Real-world examples will demonstrate how these models can be effectively applied in practice.
Key Takeaways:
1. Role of outcome-focused goals in strategy development
2. Drawbacks of cascading goals or copying organisational charts
3. Introduction of “The Solar System” with real-world examples
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