How to effectively translate vision into action in a sector as demanding as finance? Discover the inspiring experience of Gaëlle Theaud Gautheron, Chief Operating Officer at the financial management company Ostrum Asset Management (BPCE group), on the effectiveness of the OKRs method (Objectives and Key Results).
This testimony, collected during OKR Forum France 2025 by Jean Baptiste Gouin, CEO of talenco, enlightens us on the issues, the methodology and the concrete results of an OKR approach adaptable to organizations of all sizes. The implementation of OKRs at Ostrum AM illustrates how this method can transforming the corporate culture, strengthening transparency and aligning teams around a strategic vision clear and shared.
The OKR method at Ostrum Asset Management
What is the activity of Ostrum AM and how did you discover the OKR method?
Gaëlle Theaud Gautheron: Ostrum Asset Management is a management company dedicated to large institutional clients, integrated into the Natixis Investment Managers group, itself an integral part of the BPCE group (Banque Populaire Caisse d’Épargne).
We have approximately 250 employees, with a majority in the front office — managers and financial analysts — as well as support functions such as Finance, Compliance, and Commercial Development.
I discovered the OKR method at the OKR Forum France 2023, an event organized by talenco. What immediately struck me was the very clear focus on the result, transparency and the simplicity of the approach. These are essential elements for companies like ours, where it is necessary to quickly demonstrate the relevance of each initiative and their concrete impact.
I was also impressed by the testimonies of startups, especially that of the founder of Wecandoo, These examples showed how effective and frugal OKRs could be. This made me want to dig deeper and see how this method could be applied to a financial organization like Ostrum AM.
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The OKR approach in support of the deployment of the strategic plan at Ostrum AM
What was the starting point that led Ostrum AM to adopt OKRs?
GTG: I joined Ostrum almost a year ago, at a time when the 2025-2030 strategic plan was being finalized. This plan is ambitious, spanning five years and comprising ten major projects, often in the form of complex programs.
Our DG asked me to think about it an effective management method to ensure the implementation of this plan. The risk with a traditional project management approach — multiple steering committees, meter readings, rigid planning — is to mobilize enormous resources while losing agility and momentum.
OKR appeared to be the ideal solution. This method allows for the results to be managed in a concrete way, on short cycles, usually quarterly, while remaining very oriented towards performance. For a management company like ours, where the culture of results is paramount, this was a perfect alignment.
Another one The key HR issue was that each employee should clearly understand the objectives of the strategic plan and be able to see their individual contribution..OKR’s, through their transparency and fine-tuned implementation within the organization, enable us to meet this expectation, which is fundamental to fostering engagement.
So it was a bold gamble to launch this OKR approach right from the start of your tenure, wasn’t it?
GTG Yes, it was a real challenge, especially in an industry like finance where traditional methods of management are well established. But precisely, it made sense to mark a new beginning, with a renewed ambition and a different approach to achieve our strategic objectives.
The major milestones of the implementation of OKRs at Ostrum AM
What have been the major phases of the rollout of OKRs since their launch?
GTG The first step was to validate the General Manager’s appetite for this method, before presenting it to the Executive Committee (COMEX).
We then worked together to explaining the principles of OKRs, The implementation modalities and the expected profits. The COMEX showed great enthusiasm, even though it was still difficult to fully gauge the scale of the initiative.
What was clear was that there was a desire to do something different, to break down silos and strengthen the collective dynamic.
We then proceeded to carry out some work Refining the vision and raison d’être of Ostrum, To clarify the foundations on which the OKRs would be based. Then, with the help of talenco, we organized workshops for Defining the COMEX OKRs — ambitious and inspiring goals, but also measurable.
This stage was very enriching because it enabled an open dialogue between the members of the COMEX and the managers. The latter were able to challenge the top-level OKRs, which led to a collective reflection and refined the objectives.
How have you supported the skills development of managers and teams?
GTG We have formed two OKR champions, internal experts trained by talenco, which plays a key role in Supporting the teams. Their mission is to help managers better understand the methodology, to define their own OKRs, to challenge the plans, but also to integrate new employees into the process.
Furthermore, we have established regular routines for monitoring and sharing of results :
- points every 3 weeks to track the progress of the OKRs, discuss difficulties and adjust priorities: these meetings allow for the early identification of obstacles, which facilitates their rapid resolution;,
- meetings every three months with All the employees to share the progress,
- news Great review of the successes Every semester to celebrate the achievements achieved: this creates a real sense of pride and belonging!
The impact of OKRs on the deployment of the strategy at Ostrum AM
What concrete results do you see after a year of using OKR? What successes and areas for improvement?
GTG The first success is the Transparency. We published all the OKRs of each department in our internal newsletter, which was very well received. This visibility has facilitated dialogue between teams, This allowed them to better understand each other’s priorities and encouraged cooperation.
The second strong point is the rate of achieving the OKRs. On the quarterly cycles, we achieve approximately 80% of the set results, which is exceptional Given the complexity of the objectives and the fact that each team sets itself between 9 and 12 Key results per quarter.
This demonstrates a strong commitment from the employees and rigorous execution. Of course, we have noticed an initial enthusiasm that at times led us to be too ambitious in defining the objectives. We will therefore learn to be more selective and realistic in the future.
Finally, beyond the figures, Collective dynamics and the pride of the employees are the true indicators of success. Seeing the concrete impact of his work on the overall strategy is extremely motivating!
Do you have any advice for other financial players who would like to implement OKRs?
GTG A key lesson is not to underestimate the importance of upskilling and coaching. Training OKR champions Interns are essential to ensuring the success of the initiative and ensure continuous support for the teams.
Furthermore, establish regular follow-up routines and dialogue is essential to keep on course, adjust routes quickly, and maintain motivation.
Finally, the Transparency It should be a pillar of the approach: sharing OKRs and results widely creates a collective momentum and breaks down silos.
Integrating the OKR method into the corporate culture
Today, how does the OKR method work in day-to-day life at Ostrum AM?
GTG : OKRs have become a A true compass for us. They are integrated into the meetings, the exchanges, and even into the way we communicate. we give meaning to our actions. For example, in a meeting, it is common for someone to remind everyone of what OKR corresponds to the topic being discussed, which refocuses the discussion on the strategy.
OKR's are also a a tool for dialogue between managers and teams, This allows for clearer expectations, the rapid detection of obstacles, and the recognition of successes. This culture of feedback and transparency is starting to take deep root in our DNA..
If the Comex decided tomorrow to abandon the OKR approach, what would happen?
GTG That would be a real problem! OKRs have become our main management system, our common language. Even though we still have room for improvement, it would be difficult to return to a more conventional management model without losing clarity, agility, and commitment.
I believe that the method has gone beyond the stage of a simple project to become a structuring lever for our operations. The challenge now is to continue to make it live, strengthen it, and make it evolve with the company.
The return on investment is exceptional, in a short time and with a very reasonable budget. I didn’t expect so much!
The OKR method, a powerful tool for strategic management in finance
The testimony of Gaëlle Theaud Gautheron highlights the power of OKRs in a sector undergoing transformation. At Ostrum AM, The OKR method enabled the alignment of the long-term strategy with operational execution, while promoting transparency, cooperation and the commitment of employees.
The case of this finance actor shows the effectiveness of Objectives & Key Results, Beyond processes and tools, to ensure a Deep cultural transformation. This is about give meaning to every action, hold everyone accountable, and create a collective dynamic focused on concrete success.
For management companies that would like to deploy their strategies thanks to the power of OKRs, the inspiring experience of Ostrum AM underscores the importance of support at all levels of the organization, the upskilling of managers and leaders, and transparent communication to ensure that the OKRs are understood and implemented by all employees. Turning OKRs into a real lever of sustainable performance.