公部門導入目標與關鍵成果（OKR）之預期價值與挑戰初探：以科技發展計畫為例   全文下載

A Preliminary Study on the Expected Value and Challenges of Introducing Objectives and Key Results (OKR) into the Public Sector: A Case Study of Science and Technology Development Plans

近年來，企業興起導入目標與關鍵成果（Objectives and Key Results, OKR）工具，包括Intel、Google、Linkedin、X等跨國大型企業都已採用。由於政府過去慣用的關鍵績效指標常被批評，難以顯示組織或計畫的成效，因此，公部門亦開始思考嘗試導入新興的OKR作為績效管理工具，例如：科技部（現已改制為「國家科學及技術委員會」）於2021年將OKR納入施政目標，期望提升公共資源運用效益。由此引發本文的研究興趣：此一由私部門所發展和應用的績效管理工具能否順利導入公部門？與公部門現行的績效管理思維和作法有何不同？對公部門績效管理帶來什麼價值？公部門在推動過程可能遭遇的挑戰為何？
本研究選擇科技發展計畫為個案，採用深度訪談法，訪談熟悉我國科技政策及參與科技計畫審查的專家學者，分析OKR導入過程中的經驗與觀察。本研究發現OKR可為科技發展計畫帶來的預期價值：第一，促使管理重心由傳統管考轉向目標設定及關鍵成果實現；第二，培養「以終為始」的目標管理思維，強化目標追蹤與成果調整機制；第三，營造鼓勵創新的容錯文化。在導入過程亦面臨挑戰，包括：目標設定不夠明確或具挑戰性、關鍵成果佐證資料不足或質化成果難以驗證、縱橫向溝通與連結性不足，以及計畫承辦人員與審查專家對OKR認知落差等問題。整體而言，OKR雖具提升公部門績效管理效能的潛力，但其推動仍需克服組織認知與實務操作上的多重挑戰。

In recent years, companies have increasingly introduced Objectives and Key Results (OKR) tools, with multinational corporations such as Intel, Google, LinkedIn, and Twitter (now renamed X) having adopted it. Because the key performance indicators used by the government in the past have often been criticized for being difficult to show the effectiveness of organizations or programs, the public sector has also begun to consider introducing OKR as a performance management tool. For example, the Ministry of Science and Technology (now renamed the National Science and Technology Commission) made OKR one of its policy objectives in 2021, hoping to improve the efficiency of public resource utilization. This has sparked research interest of this paper: Can this performance management tool developed and applied by the private sector be successfully brought into the public sector? How is it different from the current performance management thinking and practices of the public sector? What expected value does it bring to public sector performance management? What challenges may the public sector encounter in the promotion process?
This study selected science and technology development plans as a case study. We adopted the in-depth interview method to interview experts and scholars who have participated in the review of science and technology plans and are familiar with Taiwan's science and technology policies. The authors then analyzed the experience and observations during the introduction of OKR. This study found that the expected value that OKR can bring to the science and technology development plan is: First, it will direct the management focus from traditional management and examination to goal setting and key results realization; second, it will cultivate the goal management thinking of“starting with the end in mind,”and strengthen the goal tracking and results adjustment mechanism; third, it helps build a culture that encourages innovation and tolerates failure. However, there are also challenges in the introduction process, including unclear or challenging goal setting, insufficient supporting information for key results or difficulty in verifying qualitative results, insufficient vertical and horizontal communication and connectivity, and the gap between the project organizers and the review experts in the understanding of OKR. Overall, although OKR has the potential to improve the effectiveness of performance management in the public sector, its promotion still needs to overcome multiple challenges in organizational cognition and practical operation.