The OKR (Objectives and Key Results) method allows defining clear and measurable goals to improve the company’s performance and align teams. But how do you embed the OKR practice in the long term so that it truly permeates the entire organization? And how do you maintain the energy of the teams after the initial enthusiasm?
The sustainability of OKRs in companies, beyond the launch phase, is a major challenge. The feedback highlights the importance of building and structuring a community internal, with key roles such as the «OKR Champions»coordinators or Ambassadors, These are indispensable for disseminating the method, breaking down silos and creating a culture of alignment.
As part of the’OKR Forum France 2025, Cyrille CHAUDOIT, Co-founder of talenco, collected the testimonies of two experts in the OKR method in their respective companies: Calaivany Sachidhanandam (WALLIX Group) and Lionel Quenet ( Groupe Rocher).
Through this roundtable, they share with us their concrete experiences, best practices, the challenges they have encountered, and their advice for sustaining the OKR approach.
Choosing the OKR method for strategic deployment
How did OKRs come to be in your organizations?
Lionel Quenet The OKRs came in a context of governance change, with a New management team who needed a coherent method for to prioritize, set a clear direction and align the entire organization.
The OKR method It has proven to be very powerful in organizing this work of alignment and prioritization. We have therefore decided to deploy it systematically, starting at the top of the organization and gradually working our way down to all levels, everywhere in the world.
Calaivany Sachidhanandam The OKR approach was Initiated by the management committee to facilitate strategic execution. After a phase of consolidating this strategy with the help of an external coach, the OKR methodology was presented and adopted.
The first OKRs were defined at the organizational level with associated key objectives and results. I was then appointed as an OKR pilot to support the deployment, notably by facilitating the workshops for defining initiatives.
White paper on the OKR method
From vision to execution of your strategies
Animating a community of champions using OKRs for the sustainability of the method
What advice for structuring a true community of activity around OKRs?
Lionel Quenet When we decided to deploy OKRs systematically, we quickly realized that simply having strong sponsorship from management and training managers was not enough. These elements are essential but do not guarantee that the approach will be alive over time.
To make the OKRs work, an additional link was needed: a network of OKR coordinators. These coordinators, whom we call « champions »They are deep-rooted in the organization and are capable of helping with the methodology and training, but also with the animation of the OKR culture.»
Calaivany Sachidhanandam: At Wallix, from the very beginning, we incorporated this idea into the deployment strategy. My experience in leading change and my role as quality manager naturally led me to structure a network of operational liaisons.
Since the OKRs were going to be deployed across the entire organization, it was important to include everyone’s contributions, not just those of managers.
So I tried to identify some Ambassadors and facilitators able to lead the workshops and promote the approach. »
How did you manage to involve the teams and go beyond the top-down vision?
Calaivany Sachidhanandam: Indeed, at first there was some skepticism, especially because the approach seemed to come from the management committee.
To overcome this, we involved the teams in the autonomous definition of their own OKRs, by aligning them with those of CODIR.
This enabled the approach to be opened up, to release good practices in other areas, and to encourage bottom-up contributions. I also used my network of internal auditors, who have key skills in kindness and active listening, to lead the OKR workshops.
Lionel Quenet The OKR method requires regular exercise: conducting quarterly reviews, discussing the results as a team, etc. The biggest challenge is maintaining this momentum over time.
We have therefore created a network of champions, who are not just trainers but also the drivers of OKR culture. They play a key role by drumming the drum, ensuring that the method is applied and lived, and by driving the approach forward within the organization.
How have you structured these key roles within your organization? What is the profile of the OKR Champions?
Lionel Quenet We have identified a typical profile: employees with the ability to lead, to ask the right questions and to interact effectively. This role is highly visible, as they participate in important discussions at the level of the management committee.
«Our OKR Champions are identified in each direction for their ability to lead and coordinate… They are trained and coached in the method. We encourage them and have them testify regularly.
These are often highly talented employees. They are appointed for a mission of approximately one to one and a half years, with an investment estimated at between 15 and 20 hours % of their time. They benefit from external certification that recognizes their commitment and employability.»
Calaivany Sachidhanandam Here, it’s a bit different because we don’t have the budget for external certifications. So I had to find other motivational levers, such as visibility and the recognition of skills.
I selected the OKR pilots primarily on a voluntary basis, relying on my knowledge of the employees. They are usually facilitators, often coming from internal auditors or process pilots, capable of running workshops and promoting the OKR culture.
«I offered them to be observers when I facilitated the definition workshops, for example, to see how I posed the questions, how I brought ideas to life in a practical way, how I encouraged interaction, and how I also encouraged those who occupied less space in the discussions to speak.»
I see them regularly at practice committees to share experiences and solve obstacles together.
How many people make up this OKR community in your organizations?
Lionel Quenet In our organization, we have ten major business units, with an OKR champion identified by unit. This group was renewed once, bringing the number to about ten. Subsequently, requests came from more operational teams, which wished to have their own local coordinators as well.
In total, we have trained and identified a fifteen OKR champions at different levels.
Calaivany Sachidhanandam: We have about 20 to 25 pilots and OKR champions, That is about 10 % of the employees. This community is voluntary and heterogeneous, which allows the teams to be more open to cross-departmental exchanges.
OKR Champions certification training
Facilitate the deployment of OKRs through OKR Champions
Establishing rituals and tools to make OKRs work over time
What tools and rituals have you put in place to animate this OKR community, especially in a hybrid and international context?
Calaivany Sachidhanandam We use a tool dedicated to the management of OKRs which facilitates check-ins and provides real-time visibility of all OKRs for all employees, even those geographically distant. This simplifies the onboarding process, especially when working remotely.
We organize regular meetings, about every two to three months, to exchange good practices, Difficulties encountered and solutions. At the annual kick-offs, we take advantage of the physical presence to strengthen ties.
Lionel Quenet Internal communication is essential. We publish all the OKRs various business units on the intranet, accessible to everyone. We also have a internal journal published every six weeks, structured around OKRs, which highlight concrete examples of achievements.
Every management communication now begins with OKRs, These have become the backbone of our internal communication. This gives meaning and shows that the OKRs are not just a theory, but a concrete action lever.
How do you integrate OKRs into existing rituals without making the work of the teams more burdensome?
Calaivany Sachidhanandam We have sought to Merging the OKR rituals with the already existing meetings. For example, a quarterly meeting can begin with an OKR point, sometimes by shortening the usual duration of the meeting.
This allows for a renewed sense of momentum and a different dynamic without creating additional work or meetings. The teams have thus adjusted their schedules to align with the OKR priorities.
Lionel Quenet It is indeed good practice not to create new rituals but to integrate OKRs into those that already exist. This avoids overload and facilitates the employees’ adoption of the method.
How do you value the successes related to key objectives and results?
Calaivany Sachidhanandam: We regularly conduct reviews, especially at the mid-year and end-of-year points, to take an overall assessment of the OKRs: what worked, what didn’t quite work as well.
We select one Top 5 of the most performing OKRs and we reward the champions for their contribution to facilitation. We also celebrate the OKRs that were achieved faster than expected, highlighting the good practices that enabled this success.
Lionel Quenet : We We highlight the successes in our internal communication tools.
When cross-sectional results are achieved, we Let's celebrate collectively. For example, HR teams committed to opening a bottle of champagne as soon as three OKRs were validated.
It is a way to strengthen motivation and to show that the OKRs are linked to concrete results.
Ensure consistency and alignment of OKRs
How do you ensure that all managers have consistent OKRs, especially in terms of interdependencies?
Lionel Quenet This is one of the major challenges, especially in a vertical deployment like ours. We started at the top of the organization and gradually deployed it downward.
At a certain point, transversality must be introduced. For this reason, we have favored the Total transparency Each department has access to the OKRs of the others to identify any inconsistencies.
Our champions play a role of «candide»: they pose the questions. Naïve questions to alert on inconsistencies and encourage teams to collaborate to align themselves. This false naivety attitude makes discussions and the integration of ideas easier.
Calaivany Sachidhanandam We used a real-time, accessible OKR mapping tool, which allowed employees to ask questions and make comments quickly. When there were closely related or interdependent OKRs, we organized alignment meetings to clarify responsibilities and avoid bottlenecks.
What specific tools do you use to manage OKRs?
Calaivany Sachidhanandam We used Viva Goals, a dedicated tool that facilitated visibility, monitoring, and reporting. However, since Viva Goals has disappeared, we are currently considering an alternative solution, probably simpler, which will for now rely on Excel files. Finding the right tool is important to see the OKR architecture and facilitate collaborative work.
Lionel Quenet We are currently using Excel files primarily, which is not ideal. We strongly recommend quickly identifying a dedicated digital tool to manage OKRs, in order to facilitate consolidation, transparency, and cross-departmental collaboration.
Challenges and tips for getting started with OKRs
If you had to start from scratch, what would you do differently in the implementation of OKRs?
Calaivany Sachidhanandam :
What I would do without hesitation is to put more emphasis on cross-departmental objectives rather than departmental or team-specific ones. This is an excellent way to break down barriers and foster cooperation between departments.
On the other hand, I would reform the management committee more quickly and intensively, which has become somewhat strained in its own OKRs, delegating too much to the departments. Giving them more training and more sustained involvement would be essential.
Lionel Quenet I would definitely do it again’Very strong integration of OKRs into the rituals in company management, in communications, in business reviews.
OKR should become a routine, No additional layer of work. What I would do differently is find a more effective tool to manage OKRs faster. We still suffer today from the lack of such a tool.
What was your workload at launch and how did you manage it?
Calaivany Sachidhanandam At first, the workload was enormous, amounting to 80 hours % of my time, because a lot of responsibility rested on me: organizing the rituals, hosting events, preparing, analyzing the check-ins and the retrospectives.
Gradually, I made it clear that it was necessary to delegate to the OKR champions, who bring valuable field visibility and make the OKR more relevant.
Lionel Quenet The initial phase requires significant investment. I was about 50 % % complete with one collaborator, and 80% with the other %. Training and mentoring the coordinators helped to spread the workload.
Are the OKR Champions sometimes perceived as the gendarmes of the method?
Lionel Quenet That’s not really the case; rather, it was they who were putting up barriers. They wondered whether they had the legitimacy to challenge committees or teams that were hierarchically superior.
We emphasized that their role is not to solve problems, but to ask questions, to be a catalyst for discussion. This Their candid demeanor helps them feel legitimate and facilitates the exchanges. without being perceived as controllers.
Calaivany Sachidhanandam Overall, they have never been perceived as rigid. I learned to make them adopt a more flexible approach. flexible posture, dare to ask questions and to challenge With respect to the managers and members of the CODIR, this took some time, but the approach was well received.
Conclusion: The keys to making an OKR-based community work
The exchange with Lionel Quenet and Calaivany Sachidhanandam highlights several essential lessons for ensuring the sustainability and effectiveness of an OKR approach:
- A strong impetus from the management of the company
- Creating a real OKR community with clear roles (champions, pilots, ambassadors) that are not only symbolic but active and recognized.
- Embedding OKRs into existing rituals to avoid overload and facilitate appropriation.
- Link OKRs to concrete actions visible to everyone, whether through newsletters, balance sheets or celebrations.
- Adopting a flexible posture in terms of form while remaining rigorous on the fundamentals, so as not to cool down the teams.
- Promote exchange between champions to share good practices and collectively solve obstacles.
- Not seeking perfection but continuous improvement with a cycle of learning from one year to the next.
These testimonies demonstrate that the OKR method is a powerful lever for engagement and motivation.’strategic alignment, Provided that it is well structured in its deployment and its ongoing implementation. Creating a vibrant and supportive OKR community is a prerequisite for turning good intentions into tangible results..