Strategic alignment: the effectiveness of the OKR method in large companies (testimonials)

In many companies, especially large organizations, strategic vision is rarely lacking. On the other hand, its operational deployment, the alignment of teams, and the ability to transform a strategic ambition into concrete results remain major challenges for leaders, HR, and managers.

In a context of multiple transformations and shifting priorities, more and more companies are looking for Methods of strategic management clear, agile and motivating at the same time. The OKR method (Objectives & Key Results) It is gradually becoming one of the strong responses to these challenges.

On the occasion of our webinar on this topic, here are the experiences of Caroline Launois-Beaurain (VP Digital Sales Product & Experience at Club Med) and Charlotte Nikitits-Dessaux (ex Head of Strategy and Cross-functional Projects at Ulys – Vinci Autoroutes) and the advice of Elie Casamitjana (CEO at OKR Mentors) and Raphaël Kattan (DG Associate at talenco).

Why OKRs are becoming a key lever for strategic alignment

As a preamble, it is necessary to understand why OKRs are now responding to structural challenges in the management and strategic deployment of large organizations.

The OKR method allows for the definition of clear and ambitious objectives, associated with measurable key results, in order to assess individual and collective progress towards strategic priorities. It proves particularly useful in uncertain environments, where companies must adapt quickly, constantly make trade-offs, and accompany the implementation of change.

Reorienting the company towards the right priorities (strategic alignment)

In many companies, the challenge is not so much in defining a strategy as in Ensure that the daily efforts of the teams truly contribute to the strategic priorities.

Chez Club Med, The adoption of OKRs in 2022 follows a clear observation: rapid digitalization, which sometimes takes place at the expense of employees. Good priorities. The OKR method was chosen to accelerate the resumption of activity and to focus the teams’ efforts on key issues. It also helped The alignment of the teams and the Collaboration among the different departments.

Club Med has embarked on a double transformation:

• one on the alignment and definition of priorities, to both downscale the company’s strategic plan – through the OKR method – and better onboard the teams at a time when it was necessary to give meaning to new projects;
• The other is about agile working methods to review the quality of deliverables and be in a mindset of continuous improvement.

Chez Ulys (Vinci Autoroutes), In 2022, the OKR method was also adopted to support the company’s acceleration plan. The OKRs enabled us to address significant growth and brand awareness challenges, while strengthening the alignment of employees and collaborative approaches.

Charlotte Nikitits: « We wanted a method that lived up to our ambitions, and so we trusted in OKRs (…) which really promote the alignment of teams and the prioritization of issues. The method also has the virtue of good teamwork and ease of collaboration; we work on the same timeline, we are aligned on the same topics, and as a result, there are fewer friction points and fewer problems with projects that have been cancelled during the year. »

Moving from strategic vision to execution throughout the company

Beyond prioritization, OKRs address a well-known problem for large organizations: the transition from strategic vision to execution consistent and readable for all the teams.

For Raphaël Kattan, an OKR expert at talenco, companies need a global approach. focusing on the good priorities for action and better link the strategy to operational execution.

Raphaël specifies: « As soon as we talk about major transformations, changes in the business model, it quickly becomes a series of projects. With managers and employees with limited bandwidth, we get caught up in the action and forget why we’re doing things!« 

The mechanics of OKRs require clarity about the expected results, making tranches, and refocusing on a few priorities. And like the life of a company, it’s about making constant tradeoffs; being clear throughout the company about the “why“ helps to keep the strategic course.

How to effectively deploy OKRs in a large company?

While OKRs appear to be a powerful tool for guiding strategy, their effectiveness largely depends on how they are deployed and adapted by the teams.

For Elie Casamitjana, CEO of OKRmentors, it is essential to approach OKR with a sufficiently broad vision, without trying to fix the approach from the outset. He emphasizes the importance of iteration and innovation to achieve his strategic goals:

From the perspective of Ulys, the experience highlights very concrete levers to promote the adoption of the method over time. Charlotte Nikitits identifies three key success factors for the deployment of OKRs:

• A dedicated launch seminar, carried out by the management committee, in order to explain the method to the teams and to allay fears. It notably recalls the importance of choosing the right words:

«We used easily memorable punchlines for our big goals; that makes it easy to get everyone on board and to achieve the desired results. This seminar also allows teams to start building their OKR roadmap.

• Simple tools for adoption, To enable employees to define, manage, and track their OKRs, measure team progress and engagement. Charlotte also recommends relying on internal ambassadors to ensure the method is disseminated.
• The adaptation of the method over time, Through rituals and cross-functional structures adapted to the needs of the company.

The key role of leadership in serving operational alignment

Beyond the tools and rituals, the testimonies converge on a central point: OKRs are only fully effective when they are communicated to company leaders and are followed up over time.

Chez Club Med, Caroline Launois-Beaurain insists on the importance of strong sponsorship from the leader To give meaning to the use of the methodology and to link the OKRs to the strategic plan. The Codir’s ownership of the approach is essential to explain the expected benefits and to set a clear framework.

This approach is shared by Elie Casamitjana, For whom it is intended It is essential to start with the leadership teams in order to then facilitate the dissemination of OKRs throughout the organization.

Management support for teams is also key in a logic of cascading OKRs at all levels in order to align with the strategy.

«Not everyone is convinced at first… A new method is not easy, so it requires a lot of teaching, and as time goes on, the results start to take hold and the tangible benefits we see today are proof of all that it has brought us.», ", explains Caroline Launois-Beaurain.

In this context, it is important to have internal relays. OKR Leaders, OKR Champions or OKR Coaches play a structuring role in linking the Codir with the teams, facilitating understanding of the issues and strengthening cross-sectoral alignment.

The OKR method, an accelerator for strategy

The experiences of those who have returned confirm this: OKR’s constitute a real organizational lever for accelerating the deployment of the strategy, Provided that it is implemented methodically and pragmatically.

Starting with the impetus of the Codir, clarifying the meaning, infusing a corporate culture, supporting the teams, relying on dedicated roles, and adapting the method over time appear to be key factors for success.

But most importantly, the key remains to get started: OKRs are among the few strategic management methods capable of generating visible benefits quickly when properly deployed..

FAQ – Strategic alignment and the OKR method

1. Why are OKRs a strategic alignment lever in large companies?

OKR’s allow the strategic vision and the overall strategy to be linked to the concrete actions of each team. By defining clear strategic objectives and milestones, Key results Measurable, they facilitate the transverse alignment between the levels of the organization. Result: everyone understands the direction to take and the expected contribution.

2. How does the OKR method help to move from strategy to operational execution?

The OKR method transforms grand objectives into actionable priorities, followed up using simple performance indicators. It promotes continuous management and regular adjustments, avoiding the dispersion of efforts. Teams thus focus on concrete actions with high value creation.

3. In what way do OKRs strengthen prioritization in a context of transformation?

In increasingly competitive environments, OKRs help companies make clear choices. By limiting the number of overall objectives and making them measurable, they clarify strategic priorities and reduce poorly aligned initiatives. It is a key tool for supporting a sustainable transformation logic.

4. What is the role of leaders in the deployment of Objectives & Key Results ?

The involvement of senior executives is essential to give meaning to the approach and ensure its adoption. By articulating the overall vision and embodying the method, they facilitate alignment between the corporate strategy and the teams. Their role is also key to establishing a clear and consistent framework for management.

5. How to anchor OKRs in the long term within the organization?

The success of OKRs relies on iteration, regular feedback, and the ownership of the teams. Follow-up rituals, cross-functional management, and continuous adjustments allow the method to be embedded in the corporate culture. Training OKR champions Interns also make the method viable and lively. The OKRs then become a real lever for continuous improvement and collective performance.

Want to go further? Discover our white paper «The OKR method: from vision to execution of your strategies»!

Testimonials in France and good practices 62 pages Practical advice