OKR implementation
OKRs that change the company, not just the goal sheet
OKRs are a way to iterate strategy. That is why we implement them together with the strategy they are meant to serve and the operations they have to live in. We step into the company and stay until the cycle runs without us.
How we got here
We started with training. Today we work with boards on the whole organisation
- 1
OKR training
Knowledge that changes nothing by itself
We started with multi-day OKR workshops. People left with a notebook full of notes and went back to companies where nothing changed.
- 2
OKR implementations
Without a strategy there is nothing to iterate
We started implementing OKRs inside organisations and saw that without a good strategy quarterly goals have nothing to lead to. OKRs are a way to iterate strategy, so first there has to be something to iterate.
- 3
Strategy and OKRs
OKRs alone do not change an organisation
We went deeper: strategy with the board first, OKRs second. The goals were good, and between meetings the company kept working the old way, because the change stopped at the door of the meeting room.
- 4
Strategy, OKRs and operations
So we touch the whole of operations
We work with COOs and managing directors so that the company has both things in order: what it does every day and its strategy. Both have to run like a well-oiled machine.
We are going through this evolution ourselves and keep working out better ways of running an organisation. What we do today we call co-piloting the board.
What we do today
We do not teach. We show how to do it, and do it together
We sit next to the board, the leaders and the directors. We show, from our own practice and sometimes from good practice in other industries, how to put an organisation in order. Then we run the cycle together with you until it runs on its own.
What you get
- 01
You know where the company is
You really know where the organisation stands against where it wants to get to, and you can measure it.
- 02
You know what it is focused on
At any moment it is clear what the company is focused on, what it is doing and how it is going. Without fifty priorities.
- 03
You stop chasing everything
The feeling that people do not deliver and that you have to chase everything goes away. Surprises still happen, only more often the good kind.
Three layers
Strategy says where. OKRs say what this quarter. Operations say how the company does it every day
Strategy without OKRs
stays in the slide deck. Nobody iterates it, so a year later nobody knows which assumptions held.
OKRs without strategy
are a quarterly wish list. The goals are well written and lead nowhere.
Strategy and OKRs without operations
are good goals in a company that keeps doing everything the old way. The change has nowhere to land.
What an implementation looks like
Five steps. Each ends with a decision, not a presentation.
- 1
Problem verification
We name the problem the strategy has to solve, set measurable goals for the implementation and agree on a plan.
Gate: Both sides want to work together
- 2
Strategy workshops with the board
Five to six sessions. The first part of the OnePager takes shape: mission, vision, core problem, principles, assumptions, strategic goals.
Gate: The board stands behind the assumptions and goals
- 3
OKR workshops with the board and leaders
Two to three sessions. Leaders learn to write OKRs for their own strategy and an implementation plan is ready.
Gate: Leaders know what OKRs are and how to write them
- 4
A one-quarter pilot
The first full OKR cycle with us inside: meetings, reviews, retrospectives, hard questions.
Gate: Go / no-go decision after the quarter
- 5
Ongoing support
Further cycles with less and less of OKR Poland. We train OKR Champions so the organisation runs it on its own.
Gate: The company runs the cycle without us
From the first step to the decision after the pilot it usually takes four to five months. Then further cycles with less and less of OKR Poland, until the organisation runs them itself.
Who we work with
Companies from 30 to 3,000 people
Poland, Sweden, Switzerland, Germany, the USA. Among others:
- manufacturers: electrical cabinets and automation, food, metals and plastics, fruit packaging machines
- software houses: logistics, e-commerce, games, one of the leaders of the Polish market
- one of the largest Polish banks
- a leader in IT recruitment and a recruitment system
- a large Polish e-commerce and a cosmetics manufacturer
- a group of aviation software companies
- AI and RPA solutions, automotive, fleet management, public procurement, healthcare
- TechRamps: pump tracks and skateparks
Most of them we cannot name because of binding NDAs.
Let's talk about your company
Two sentences about where you are and what is not working are enough to start.
Prefer to start with the recording?