Um modelo de referência para implantação da transformação digital integrando OKRS e Toyota Kata
DOI:
https://doi.org/10.34140/bjbv8n1-047Palavras-chave:
transformação digital, OKR, Toyota Kata, melhoria contínua, alinhamento estratégicoResumo
A transformação digital permanece como um desafio significativo nas organizações devido à dificuldade de traduzir intenções estratégicas em execução disciplinada e à persistência de práticas de microgerenciamento que comprometem autonomia, aprendizagem e desempenho. Este estudo propõe um modelo de referência que integra Objectives and Key Results (OKRs) e Toyota Kata com o intuito de superar dois obstáculos documentados na literatura: a falta de alinhamento estratégico e a má gestão de equipes. O modelo foi desenvolvido a partir de uma análise crítica dos principais frameworks de transformação digital e de suas lacunas operacionais, resultando em uma proposta capaz de articular metas claras, ciclos rápidos de experimentação e mecanismos estruturados de aprendizagem contínua. A aplicação do modelo foi avaliada por meio de uma pesquisa-ação conduzida em uma indústria têxtil brasileira, permitindo observar sua efetividade em contexto real. Os resultados demonstram avanços expressivos no desempenho operacional, incluindo redução do lead time de desenvolvimento de 279 para 195 dias, diminuição da taxa de retrabalho de 70% para 20%, eliminação de desperdícios documentais, expansão da capacidade produtiva e aumento da eficiência baseada em dados. Além dos ganhos quantitativos, observou-se transformação cultural, maior autonomia das equipes e estabilidade na execução das rotinas. Conclui-se que a integração entre OKRs e Toyota Kata constitui um mecanismo robusto e replicável para operacionalizar a transformação digital, oferecendo às organizações um caminho prático para alinhar estratégia, execução e melhoria contínua.
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