We want our clients to be Great in OKRs. That is why we not only learn how to craft a good OKR, but also how you can adopt OKR at scale in your organization and make it successful and sustainable. Generic examples and stories of other companies are of limited use. We belief in customer proximity when helping them to overcome challenges. Translating strategy into goals, always specific and tailored to the individual client. We strongly believe that to become Great in OKRs, you need a fine-tuned program. In-company, and with a good fit to the organization’s culture and challenges. From experience we know that winning the hearts and minds of the employees is a prerequisite for the success of the program.

Our service offering covers all the stages of an OKR implementation. From familiarizing to learning and obtaining deep OKR knowledge, from design of the implementation to progressing towards maturity or a reboot after a false start.

Through our Discovery program, organizations can familizarize themselves with OKR. This can be done via a presentation, an exploratory workshop or a roundtable. Often, there is already some basic knowledge in the organization about OKR, for example from visits to other companies, Silicon Valley stories or from reading the book of OKR evangalist John Doerr. During the Discovery session, we discuss the characteristics of OKR, look at the suitability for your organization and highlight the key implementation issues that will make or break your implementation. Although the concept is straightforward, OKRs are transformational in nature, aimed to accelerate innovation, speed up growth or to initiate change. They are not for steering your business as usual. That is why we also pay significant attention to possible interaction with KPIs, Balanced Scorecards or other steering and improvement concepts.

OKR Discovery is usually done at Leadership/C-level in order to form an opinon about the benefits of OKRs for the organization and to discuss how a deployment could look like. But they are also frequently done for individual departments or business units who are interested to learn about OKR and that consider introducing them for their own teams.

For those organizations that have already decided to go for OKR and would like to get maximal impact, we developed the OKR Training program. OKR needs to be owned by the organization itself. This means that expertise about the implementation needs to available witin the organization. Of course, some external help and advice from OKR consultants is probably needed as well, but the lead and the ownership should remain with the organization.

We have created training programs for each of the different OKR-roles that are needed to make OKRs succcessful in the organization. These trainings can all be held in-company and can be tailored to fit them with the context of the organization.

The OKR framework is not very complex and the concept is easy to understand. After reading some books and doing a free on-line course, you probably get it and want to kick it off.

We are often approached by organizations that indeed started working with OKRs without external help and that notice that after a while, tangible impact is still lacking or progress comes to a stop. Working with OKRs is not so easy as it looks at first sight. We can assist in these situations through our Reboot program, where we first do an assessment on the current OKR framework. Based on this, we give practical recommendations on where to adjust in order to realize the full benefits of OKRs. We help the responsible team of the client with shaping and implementing the improvements and with measuring the impact.