How to implement strategies in a context of accelerating transformations? To set clear priorities, foster the commitment of teams, and drive change effectively and with agility, the OKR method (Objectives & Key Results) turns out to be very effective.
Often associated with the «startup» mindset, this method of strategic alignment is also perfectly suited for large companies in a context of transformation and performance.
Here is three concrete use cases, presented at the 2023 edition of the’OKR Forum, These stories demonstrate the diversity of situations in which the OKR method helps large organizations achieve their goals.
OKR for successfully implementing a corporate culture change (example in the insurance industry)
In the group Abeille Insurance, The OKRs were implemented in early 2022 within a context of rapprochement between two groups Aviva and Aéma. It was about performing an operation Total transformation to move from a company run by an English-listed group to a French mutualist company.
The method of Objectives & Key Results seemed the most suitable for implement the change in the corporate culture at the level of the entire group, delivering the new strategy and addressing management challenges.
From an operational perspective, after defining the top-level OKRs with the management, these were then broken down to the 180 senior executives of the company and then to the 450 managers. The OKRs were thus degraded in a cascade up to the level of each team.
Gradually, thanks to the direction’s impetus, to a genuine Sponsorship And with the support of agile coaches, the project team was able to observe a more easy adoption of the method by some departments and a growing cooperation between the teams.
For Angéline Derache, Director of Cabinet DG, specifies: «After a year of regression, we can see that we are in a process of constant improvement. One can already perceive it The change in culture and the establishment of rituals like the ‘Rendez-vous Perspectives’.
The change of Corporate culture This translates into, among other things, a certain agility and transversality since some teams are no longer afraid to seek solutions from other teams that more commonly use OKRs.
[Testimony] OKRs in service of strategic management at Abeille Assurances
OKR objectives to link corporate strategy and business management (example in the hotel industry)
Within the hotel group Accor, the Objectives and Key Results They were initially implemented at the Information Systems Directorate (DSI) at two hierarchical levels: the Directorate (between October and December 2022) and the Departments (in the spring of 2023). The OKRs are expected to be deployed in the teams afterwards.
Daniil Rybaev, VP IT Strategy, explains: « On the one hand there was the strategy and on the other hand the management of day-to-day activities. The OKR methodology emerged as the best suited and effective way to connect the two. ».
The OKR method is first and foremost a a tool at the service of the implementation of the corporate strategy, for moving from vision to strategic execution by concretizing on the ground, through operational implementation, the company’s major objectives.
At first glance, the methodology seems simple, but implementation is more difficult. It is important to define the right goals, the right ones Key Results (KR) and avoid the trap of the « to-do list »The other issue is being able to keep track of Key Results in time.
For Daniil Rybaev, « OKR are like a GPS which allows the trajectory to be adjusted »To this end, at Accor, a monitoring system has been put in place with monthly reviews and individual points that allow us to detect any problems. Key Results «in the red» and find the right solution: lower the Key Result or find an action plan.
Finally, OKRs are a concrete way of mobilizing the teams, giving them meaning and perspective and to link the activity to the group’s strategy.
See also our Interview on OKRs to succeed in transformations at Accor
OKR for managing large-scale business projects and prioritizing (example in banking)
Latest Société Générale, The environment was favorable for the implementation of OKRs with the effective merger in early 2023 of two banking networks (Société Générale and Crédit du Nord), the associated restructuring, and the new organization to be put in place.
Within this new network, the implementation of Objectives & Key Results It began with two pilot phases :
- firstly on a team (tribe) that is already working in an agile environment close to OKRs (alignment, prioritization, commitment, and embedding),
- then with other teams born from the transformation of the various entities, to determine the roadmap in line with the new strategy.
These pilots then Permits project teams to assist the new engagement committees set up to pilot and Prioritize the project plan by value of the entire new retail banking thanks to OKR.
After these first pilot phases, Sandrine Roche, Project Practices Manager, notes that « The OKRs enabled us to feed and define the model of management and prioritization, as well as to take a broader perspective on day-to-day activities. In one and a half months, we achieved all the OKRs of the 9 engagement committees to align with the bank’s new strategy. ».
OKR-based management, thanks to a collaborative approach (a dedicated group of people and skills) combined with a focus and prioritization of topics, allows for time savings on project delivery (time to market) and the targets set. The Société Générale EAP pilot teams provided the perfect illustration of this.
OKR’s, an effective management method serving strategic alignment
The common point of these use cases? The OKR method helps managers prioritize actions, align their teams with the defined priorities, and hold employees accountable for achieving objectives. This is a very effective tool for managing and engaging his team.
For Sandrine Roche (Société Générale), « The 5 powers of OKRs are management practices: align, prioritize, engage, hold accountable, and lead. OKR’s help managers to give meaning because everyone knows what they contribute to the company’s project.
The Objectives & Key Results provide a clearer framework and a climate of trust for guiding, sharing a vision of objectives and measuring their achievement, whether we are present or remote.
For Angéline Derache (Abeille Assurances), « OKR are fundamentally a management method. The visual aspect creates emulation and infuses the company with energy. It is a method that gives meaning and a holistic view. ».
For Daniil Rybaev (Accor), « OKRs allow managers to mobilize teams, provide meaning, perspective, and connect the activity to the overall strategy… OKR should be taught in management schools! ».
The main points to remember
⬜ The OKR method adapts to a multitude of situations: successfully implementing a change in corporate culture, transitioning from vision to execution of the strategy, leading projects, managing teams…
⬜ OKRs allow companies to keep pace with the speed of market changes.
⬜ Because it allows for meaning to be given, for productivity to be increased, for a direction to be set, and for collective intelligence to be activated, the OKR method enables effective management.
⬜ One support in setting up OKRs It is necessary because, although the principle is quite simple, its implementation remains quite delicate and unique.
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