The Renault Group is a French automobile manufacturer that ranks among the world's leading automobile manufacturers. In 2020, the Renault Group represented 5 brands (Renault, Dacia, Lada, Alpine, Mobilize), sold 2.95 million vehicles and had 170,000 employees worldwide.
The context
In January 2021, the CEO of the Renault Group, Luca De Meo, announced and launched the Group’s 10-year strategy: “Renaulution”. It is about transforming the Group from a volume strategy to a value-based logic: electric vehicles, new forms of mobility, energy efficiency, sustainable production, etc. This strategic plan was preceded by a new group organization.”.
To deploy the strategy at the right pace and align the entire organization with the “Renaulution” ambition, Luca De Meo chose the OKR method (Objectives & Key Results).
The objectives
In 2021, talenco he accompanied the core team Renault dedicated to the deployment of OKRs for:
- Facilitate the implementation of the new strategic plan through OKRs,
- Promote collaboration within the framework of a new organization.
Our solutions
To meet Renault's high-level challenges and to initiate the OKR approach within the group talenco, in collaboration with the core team Renault has implemented three strategic projects for the deployment of OKRs on a group level.
Workplace #1: Facilitate the definition of the CEO’s OKRs
Accompanying the Boards of the 13 directions (Marketing and Support Directorates) in the implementation of the OKRs with the sOKRat® solution by talenco :
- Preparatory exchanges with the bosses of each CODIR,
- Collaborative workshops with each CODIR,
- Work in subgroups and/or individually with each member of the CODIR.
Workgroup No. 2: designing the rollout program of OKRs across the group with testing on two pilot entities
Design of the OKR program and creation of the deployment framework for 2 pilot entities: definition of success criteria, framework and support tools, team support program, roadmap for deployment at scale…
Co-construction of the support scheme: method, organization, targets, rituals, analysis of maturity,
Development of a “playbook”Framework, tools, rituals & roadmap for the operational deployment of OKRs in the two pilot entities.”.
Workgroup #3: Create and develop an internal OKR facilitator network
Setting up and training the internal network of «OKR Champions» facilitators:
- determination of the selection criteria,
- creation of internal training materials,
- Training of the OKR champions.
« OKR are a team sport. We are better when we accept to capitalize on the experience of others. »
DRH innovation HR and Digital Transformation
Groupe Renault
The results
✔️ The CODIRs of the 13 directions of the group have adopted the OKR management model for their strategic projects, aligned their organization with the group’s ambition («Renaulution») and generated synergies to accelerate the group’s transformation.
✔️ For each direction of the Group, clear strategic projects are identified and prioritized
✔️ The OKRs have been modeled and successfully deployed across the two pilot entities
✔️ An internal OKR Champions team is operational to deploy OKRs on a large scale and make them live over time
✔️ Strong commitment from the teams thanks to OKRs
✔️ The Renault Group’s strategic plan is unfolding with very encouraging initial successes
« Our vision of OKRs is no longer the same today as it was a year ago. We have tested it with different businesses (commerce, industry, production engineering, support functions…) and at different levels of the organization. This shows that OKRs are not just for companies in the «tech” sector. »
Alexandra Malak, DRH Innovation, HR and Digital Transformation of the Renault Group
