You are familiar with the OKR method (Objectives & Key Results) ? Do you implement OKRs in your company? Not yet? Here is a summary of the best practices shared at the 2023 edition of the OKR Forum France, co-organized by talenco and OKRmentors.
Why use the OKR method to boost business growth? How can OKRs support organizational transformation? What pitfalls should be avoided to achieve the best results? Objectives & Key Results ?
During the’OKR Forum France 2023, 8 companies and 3 experts shared their experiences and revealed their best practices on OKRs. Here is an overview of their teachings (request the replay to discover the full transcript of the testimonies) !
Examples of OKR practices in large companies
The OKR method has many advantages for leading structuring projects such as major transformations, especially for large groups.
OKR at Société Générale
- On the occasion of the merger of two banking networks (Société Générale – Crédit du Nord), the OKRs helped with the restructuring and the new organization.
- After a pilot phase with an agile tribe and other teams born from the transformation, the Project teams were able to support the new engagement committees established to pilot the Project Plan for the entire new retail bank using OKRs.
- The OKRs have enabled us to feed off and define the model of management and prioritization, as well as to take a broader perspective on day-to-day activities.
Sandrine Roche, Responsible for Project Practices: « The 5 powers of OKRs are management practices: align, prioritize, engage, hold accountable, and lead. OKRs help managers to give meaning, since everyone knows what they contribute to the company’s project. ».
OKR at Abeille Assurances
- In a context of rapprochement between two groups of different cultures (Aviva and Aéma), the goal was to achieve a total transformation.
- The OKR method seemed the most suitable for implementing the change in culture, delivering the new strategy, and addressing management challenges.
- 3-stage implementation: defining the top-level OKRs, then cascading them down to the 180 senior executives of the company and then to the 450 team managers.
Angéline Derache, Director of Cabinet DG: « After a year of regression, we can see that we are in a process of continuous improvement. We also observe a more easy adoption of the method by some departments thanks to agile coaches and sponsorship. ».
OKR at Accor
- The OKRs were implemented at the level of the DSI at two hierarchical levels: the Directorate and the Departments.
- Previously, there was no direct link between the strategy and the management of day-to-day operations.
- At first glance, the methodology seems simple, but implementation is more difficult.
- The other complexity is being able to track the KR over time and adjust the trajectory.
- A monitoring system has been put in place with monthly reviews and individual points to detect the «red flags» and find the right solution.
Daniil Rybaev, VP IT Strategy : « OKR allow managers to mobilize teams, provide meaning, perspective, and connect the activity to the overall strategy. OKRs should be taught in management schools. ».
OKR according to Zest, publisher of HR management solutions
- Setting OKRs is not something that happens overnight. It is essential to have support to get started.
- It is important to have internal leaders who support the momentum, such as «OKR leaders» and «OKR champions».
- A good management tool can help companies facilitate the operational execution of their strategy, provide visual reporting, and create rituals for discussing, challenging, and involving complementary roles such as the OKR champions.
David Guillocheau, General Director: « You need to be very ambitious regarding the medium-term OKRs and more pragmatic about how to implement them. ».
Examples of OKR practices in startups and scaleups
The flexibility and agility of the OKR method are ideal for generating growth, or even hypergrowth, as the scale-ups from our first roundtable demonstrated.
OKR at Partoo
- Each quarter, the teams organize a session for sharing and commenting on the OKRs.
- The OKRs are reviewed at least once a month during the Comex sessions.
- They are a tool for driving the company’s performance and allow for constant adaptation to the rapid evolution of the organization.
Alexis Loppin, Chief of Staff: « The OKR method allows teams to align despite the increasing number of employees, ensure progress in the same direction, and manage projects more effectively. »
OKR at Spendesk
- Quarterly review of OKRs
- W-based method that alternates between «top down» and «bottom up»
- The importance of spending time defining the objectives
- The Key Results are reviewed as often as possible
- The Comex reserves 2 hours each week to be able to react «in case the indicators deviate»
Guillaume Linet, Chief of Staff: « OKR allow you to stay focused on the priorities. They are an opportunity to build your organization not by skills but by opportunity, based on the objectives set. ».
OKR at Wecandoo
- OKR targets are usually set for a semester or a quarter.
- They are a moment of celebration, a way to relieve the teams.
- First, the strategic axes are defined, then the overall OKRs are developed for each department and team.
- A global «template» is filled by the teams.
- Execution essentially takes the form of the various initiatives taken by the teams to achieve the Key Results.
Edouard Eyglunent, Co-founder and CEO: « It is a clear and fun method that encourages everyone to take action. ».
OKR at MyBestPro
- The OKR method was integrated, following the Scrum method, in a «top down» and «bottom up» logic to combine talents.
- The OKR rituals are well-organized.
- Operational efficiency is one of the key success factors.
- The success of OKRs is largely due to good communication.
- OKR are a means of putting things into action, but the implementation of the method remains quite flexible and free.
Anne-Fleur Saraux, General Director: « OKR allow for creativity to run free, for convergence and divergence, and, based on ideas from the field, for implementing actions in the right direction. ».
Expert advice on the implementation of OKRs
Having several years of experience deploying OKRs, we have some basic knowledge, tips and tricks to help you use them better… Our experts Juliette Lorentz (JL), Elie Casamitjana (EC) and Raphaël Kattan (RK) you shared them during the questions from the audience!
What pitfalls should be avoided when deploying OKRs?
Raphaël Kattan (General Director & Partner of talenco) identifies 5 major mistakes (Read also our article » OKR: 8 mistakes to avoid to succeed in implementing it in your company« ) :
- Apply the method strictly according to John Doerr’s guide (each person must adapt the method).
- Not defining your Key Results well and confusing the tasks with the results of the tasks.
- Not linking to the Key Results of the project roadmap.
- The idea that the «muscle» will take care of itself (you need to accompany it, establish rituals, and make the process come to life).
- Linking bonuses to the achievement of KPIs: since the method is based on deliberately very ambitious objectives, it is not advisable to link bonuses to results!
Is there an ideal framework for introducing the OKR method?
- First of all, we need Involve the top management, because it’s a change in culture. If there is no sponsorship from top management, we risk sliding into reporting rather than monitoring progress.
- The chief of staff, the director of the cabinet, etc. are there to ensure that the OKR rituals are implemented. Otherwise, you need to appoint KR owners, OKR champions, or rely on agile practitioners within the organization.
- Finally, OKRs must be linked to management programs and Involve HR in the OKR process !
Can corporate culture impact the implementation of OKRs?
It exists 3 major criteria which can influence the way OKRs are deployed in the company:
- vertical organization (Japan) or horizontal organization (France, Netherlands)
- the degree of introversion (Asian) or extroversion (Hispanic culture)
- the decision-making processes, consensual or arbitrary
Do OKRs necessarily involve transversality?
Strategic topics are generally cross-cutting… Moreover, common Key Results (KR) are often found across several departments. Ideally, it is advisable to Ensure that between 20 and 30% of the KR are shared with other departments.
Where should the implementation of the OKR method begin?
At first, it is necessary Define strategic OKRs (top down) and be sure that every member of the Codir has solid OKRs and a project roadmap (Read also our article « The OKR method, the management tool for transforming companies« ).
What is the usefulness of a tool for managing and tracking OKRs?
When it becomes difficult to track the Objectives & Key Results using Excel or Powerpoint, this is undoubtedly the right time to choose a professional tool for tracking OKRs, preferably one that stores the data in France.
The choice of the solution (for example Zest) depends on the maturity of the organization and the level of practice of the employees. Therefore, it is necessary to start – as is customary – by identifying the needs (visualization, simplification of the management of OKRs, etc.).
Should OKRs be tied to a possible bonus (remuneration, etc.)?
In general, it is not recommended to link OKRs to a bonus, except for a collective bonus to achieve a common goal, aligning ourselves with what we want to achieve collectively. In that case, it is the value produced for the organization that counts.
What would you have liked to know before implementing OKRs?
JL: Speaking of ’goals« instead of OKRs: it simplifies everything and the adoption is easier.
RK : Constantly insisting on the importance of simple rituals. It doesn’t happen by itself.
EC Taking the time and energy to have a strategy and communicating it constantly. It must be present in everyone.
Access now the video replay of the OKR Forum France!
