Useo is a French family-owned SME that has historically specialized in the injection of single-use plastics for the aerospace, food service and agri-food sectors.
Faced with regulatory changes and societal expectations, the company undertook a major industrial, human, and strategic transformation to adapt its production and base its manufacturing primarily on molded cellulose.
In this interview, Arnaud Revel, As general manager responsible for operations at Useo, he describes the choices, the steps, and the adoption of the OKR method as a strategic execution lever. The motto: turning a vision into concrete results, mastering strategic execution, and making this change a reality on a daily basis.
Summary
- Presentation of Useo and scope of activity
- The transformation: industrial, human and organizational
- Choosing the OKR method to drive strategic execution
- Adoption of OKRs: a necessary impetus from the management
- Deployment of OKRs: governance, support and adoption
- Introduction of the OKR method internally
- The observed tangible benefits and successes
- Resistances, difficulties and adjustments
- Perspectives: industrialization, culture and managerial autonomy
- + Strategic execution: key lessons and best practices to remember
- + Practical FAQ for leaders who want to deploy OKRs
Can you explain in a few sentences what Useo does?
A.R. Useo designs and manufactures objects for the art of the table for three major sectors: the aviation sector (on-board service), the food service sector (off-premises catering, major fast-food brands) and the agri-food sector (packaging for supermarket sales).
Our The profession is both technical and industrial We design cutlery, glasses, lids, trays and a wide range of products designed to enhance the consumer experience.
Historically, Useo was a major manufacturer of single-use plastic products. In recent years, we have operated a profound transformation to reduce the environmental impact of our products and meet new regulatory and customer expectations.
We have chosen to develop products in molded cellulose because our ambition was multiple: to replace plastic with a local, renewable, recyclable resource that minimizes its impact on nature. Paper and cellulose meet these criteria.
Has the transformation of your company been solely industrial?
A.R. No: The transformation was total!
We invested in building a new dedicated 10,000 m² factory and replaced most of our machinery. But The transformation affected all levels of the company : the skills, the supply chain, The study group, the business model, the modes of governance and the financial indicators.
Specifically, we changed 90% of our product range in less than 18 months.
For a structure of 80 people that has specialized in plastics for decades, this means recruiting paper engineers, creating an in-house training school to train our historical teams on the new process, reviewing the cost calculations and management ratios, and Reinventing the business model to integrate a virtuous logic of single use and a re-use hub.
Why did you choose OKRs to accompany the implementation of this transformation and the strategic execution?
A.R. After the start-up of the factory, we faced a systemic «impermanence»: a health crisis, a crisis in Ukraine, an energy crisis…
It became clear that crises were no longer exceptional events but our everyday reality. We therefore sought a Flexible method, capable of aligning the organization while maintaining the ability to adapt.
The OKR (Objectives & Key Results) They have emerged as a relevant response to be more structured and more effective: they allow us to question ourselves and adapt to everyday life.
Who initiated the OKR methodology at Useo?
A.R. The impulse came from the general manager, Antoine Quinson, which laid out the strategic framework: accepting impermanence and organizing oneself to perform in this context. He asked me to find a method to work in this environment. I proposed OKRs and Antoine immediately embraced this approach.
We decided together to adopt the OKR method with the conviction that it could adapt to an industrial SME like ours.
We have sought the support of talenco to help us structure and implement the approach while remaining true to our values and operational constraints.
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How did the deployment of OKRs internally take place?
A.R. With the management committee and all the service managers, we decided to associate absolutely everyone and all departments in the OKR approach.
Two simple rules guided the deployment: first, to consider this phase as a test – we had the right to stop if it didn’t work; second, aiming for majority membership (80% of membership target) without requiring unanimity.
External support (talenco) helped explain the method and reassure by showing that the approach is adaptable. We have set clear game rules and built our OKRs in quarterly iterations.
What were the initial reactions within the teams?
A.R. The reception of the OKRs was rather positive. A key point was to explain that it was possible to Setting ambitious goals without achieving them 100% and that partial success (for example 70%) is not synonymous with complete failure, but rather a learning ground.
In our industrial culture, aiming for 100% is the norm! Accepting 70% was a real mental «switch». This approach brought breathing room and allowed teams to dare to set ambitious goals without the paralyzing fear of punishment.
The mechanism of the «lighthouse in the night» — regularly reviewing the priorities to refocus actions — was perceived as useful: it allows the church to be placed in the middle of the village when everyone tends to take their own path.
What concrete benefits have you observed after several cycles of OKR?
OKR initially served as a «beacon in the night»: during quarterly reviews, we refocus everyone on the priorities and clarify the trajectory.
The step-by-step logic facilitates transverse coordination and the management of strategic execution.
The teams appreciate the clarity of the priorities and the transparency of the indicators. In the short term, this has improved communication between departments and given structure to the transformation efforts.
Have you encountered any limitations or difficulties with the OKR method?
Our biggest challenge remains the adoption by management. The implementation of OKRs should become the natural tool for managers to guide their teams on a daily basis, but today, the implementation still relies heavily on the general management.
Therefore, the OKR method needs to be made simpler and more routine so that managers can integrate it into their routines. Sometimes, we had imposed too many constraints; we are working to lighten and adapt the formats to allow for autonomy.
In short, The constraint is not methodological but human — the famous «human factor». Changing habits built over twenty or thirty years takes time.
What is your goal for the future of the OKR approach at Useo?
Our ambition is for OKRs to become a habit: a tool of autonomy for each manager and employee.
For this, we must simplify routines, clarify formats, and integrate the method into our corporate culture and team rituals.
New recruits must integrate into this culture from the moment they arrive; there are currently human movements that will help us because the newcomers integrate the tool from the moment they arrive. The ultimate goal is to achieve widespread autonomy where everyone is autonomous.
Ultimately, would you recommend the OKR method to other companies?
Yes, definitely. OKRs are a suitable method for all companies, from large groups like Renault to SMEs.
My advice is twofold:
- On the one hand, it is necessary a strong commitment from the general management — without the conviction of the management and leadership, the method will not work;
- On the other hand, It is precious to be accompanied. The OKR support It allows the method to be adapted to the context, avoiding pitfalls and accelerating learning.
Finally, you have to accept that it’s extra work at first, but it’s structuring and The gains in strategic execution are seen quite quickly.
«We must accept impermanence and organize ourselves to master it: that is where OKRs take on their full meaning.»
Useo’s trajectory illustrates that ambitious industrial transformation requires both a relevant technological choice and the ability to reinvent strategic execution.
OKR have proven to be a framework that works to materialize the vision into measurable actions, help prioritize and engage teams. But the key lies in the combination: strong leadership support, adapted external guidance, training, and simplifying routines so that the method becomes a reflex.
In short, to drive such a significant transformation like that of Useo, one must aligning strategy, competencies, organization, and the rituals of strategic execution — and OKRs are a powerful tool to achieve this goal!
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Execution of the strategy: 5 key lessons and good practices at Useo
- “Accepting impermanence”: Structuring the organization to live in an unstable environment.
- Choosing an adaptable method: OKR’s allow for flexibility while providing rigor in strategic execution.
- Associate all functions: Involve all the services from the outset to avoid silos.
- To have someone accompany you: An external facilitator helps to adopt the OKR method and to adhere to the framework, while adapting the method to the specificities of the company.
- Simplifying to gain in autonomy: Streamline formats so that managers can adopt the rituals and facilitate strategic execution.
The deployment of the OKR method at Useo in 5 questions
Why did you choose OKRs to drive the transformation?
Faced with a succession of crises and lasting «impermanence,» Useo was looking for a method that was adaptable enough to maintain its flexibility and yet structured enough to improve operational efficiency. The OKR method was chosen because it facilitates alignment, prioritization, and strategic execution within short cycles.
How did Useo implement the OKR method internally?
The general management took the initiative, and then the approach involved all departments. The deployment was carried out with simple principles: testing without obligation, aiming for a majority of adherence, and being accompanied by experts (talenco) to adapt the method to the company’s context.
What were the main obstacles encountered?
The main challenge is the adoption by managers: transforming the method into a daily animation tool is still ongoing. It is necessary to simplify formats and integrate routines so that managers gain in autonomy. The human factor remains the most difficult factor to change.
What is the role of top management in the success of OKRs?
Indispensable! The general direction must show strong conviction and remain committed. Without visible leadership and the maintenance of the framework, the method struggles to take root. External support is useful, but the internal sponsor is essential.
Does the OKR method suit an industrial SME?
Yes. Useo is a demonstration of how an industrial SME can benefit from OKRs: the method is adaptable to size and sector, provided there is a willingness to transform and support to contextualize the approach.
Interviews conducted by Cyrille Chaudoit, Co-founder of talenco. Many thanks to Arnaud for his testimony!