{"id":22642,"date":"2023-03-06T14:22:19","date_gmt":"2023-03-06T13:22:19","guid":{"rendered":"https:\/\/www.talenco.com\/feed?post_id=22642"},"modified":"2026-10-26T17:27:27","modified_gmt":"2026-10-26T16:27:27","slug":"deployment-support-okr-testimony-startup-allovoisins","status":"publish","type":"post","link":"https:\/\/www.talenco.com\/en\/publications\/articles-interviews\/accompagnement-deploiement-okr-temoignage-startup-allovoisins\/","title":{"rendered":"Assistance in deploying OKRs: testimony from the startup AlloVoisins"},"content":{"rendered":"

AlloVoisins<\/a> is the leading French platform dedicated to the rental of equipment and local services.\u00a0<\/strong>It groups together both private individuals and self-employed professionals and small businesses. marketplace<\/em> Created in 2013, it now has more than 4 million members in France.<\/p>\n\n\n\n

How the OKR method worksObjectives & Key Results<\/em>Did it allow the startup to overcome the health crisis and continue its development?<\/strong><\/p>\n\n\n\n

Edouard Dumortier<\/a>, CEO and Co-founder of the startup AlloVoisins and author of the book \u00ab\u00a0The future of the collaborative economy<\/a>\u00abWe present his testimony on the choice of the OKR method and the challenges of its implementation with the support of talenco.<\/p>\n\n\n\n

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\u00abIt's a method that can be used over time, but I find it very promising and it's worth sticking with!\u00bb<\/p>\n<\/blockquote>\n\n\n\n

Edouard Dumortier<\/strong>\n

CEO and Co-founder<\/em><\/strong>AlloVoisins<\/p><\/p>\n\n\n\n

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White Paper OKR Forum France 2024<\/p>\n\n\n

15 testimonies from leaders<\/h3>\n\n\n
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Download<\/a><\/div>\n\n<\/div>\n\n<\/div>\n\n\n\n

In what context did the OKR method become established at AlloVoisins?<\/h2>\n\n\n\n

Edouard Dumortier:<\/strong> The Covid-19 crisis in March 2020 brought a brutal halt to AlloVoisins, whose activity is very seasonal, because when you say lockdown, you also say a ban on people leaving their homes, meeting each other, going to the homes of one another\u2026<\/p>\n\n\n\n

Like many bosses, it was a very worrying situation. I had two issues at the time: ensuring the company\u2019s sustainability and still keeping things running. roadmap<\/em> the development of the product that we had set ourselves, and \u2013 beyond the context \u2013 to put ourselves in a position to the ability to bounce back as well as possible and as quickly as possible<\/strong> once we would have emerged from the crisis.<\/p>\n\n\n\n

Before implementing the OKRs, we had entered a high-level cycle of managing the company.But this is not a way of operating that is intended to be permanent and, as early as September 2020, we asked ourselves how to bounce back, how to give teams a new perspective, what is our vision and How to implement this vision by involving the teams while simultaneously achieving maximum efficiency<\/strong>.<\/p>\n\n\n\n

It was when we exchanged together (with talenco) that I realized The OKR method seemed to be perfectly suited to our needs and our context.<\/strong>.<\/p>\n\n\n\n

How was the deployment of OKRs ensured in your startup?<\/h2>\n\n\n\n

E. D.:<\/strong> There is first a A lot of preparatory work to be done on the \u00ab why<\/em> \u00bb<\/strong> because everything starts from there. It\u2019s a subject on which we were quite advanced. So we just refined and adjusted it why<\/em> at the level of AlloVoisins. It was still necessary and salutary!And then I worked on my own to set the company\u2019s OKRs and the CEO\u2019s OKRs so that I could answer the teams\u2019 questions.<\/p>\n\n\n\n

To deploy OKRs, I think you need to have a good grasp of the method, be rigorous, and follow it fairly strictly from the start. It\u2019s It is important that this method be well understood and assimilated by all the stakeholders.<\/strong> which must take ownership of it, and that is not easy already.<\/p>\n\n\n\n

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Edouard Dumortier (AlloVoisins)<\/em><\/p>\n\n\n

But the most complicated thing in the end, The first difficulty is to make the OKRs work in everyday life and over time<\/strong>. It\u2019s constantly reminding yourself of the goals you\u2019ve set, being able to adapt them based on what the company is experiencing and setting new ones. It\u2019s often said that you need at least two cycles of OKRs to start feeling comfortable with the subject\u2026<\/p>\n\n<\/div>

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How did your teams respond to the choice of the OKR method?<\/h2>\n\n\n\n

E. D.:<\/strong> The implementation of the OKRs has sparked enthusiasm within the teams.<\/p>\n\n\n\n

What was nice was first and foremost Transparency<\/strong> because it\u2019s a method that involves transparency; an upgrade for everyone, meaning that we\u2019re all in the same boat.<\/p>\n\n\n\n

It\u2019s also transversality because the interests are linked and become collective<\/strong> and so people are really more responsible and more involved.<\/p>\n\n\n\n

It also means being very focused on one\u2019s \u00ab why<\/em> \u00bb and to place it at the heart of what we do. It is very important to be clear about the vision at all levels of the company<\/strong> but especially on how we will execute the vision, because that\u2019s the principle of OKRs! It allows us to say where we\u2019re going, how we\u2019re going to get there, and how we\u2019ll co-build it together. So Each stakeholder will be an actor so that the vision can be implemented as effectively as possible<\/strong> and achieve the company\u2019s goal.<\/p>\n\n\n\n

Another important point for me, it allowed me to to get myself into the mix and therefore be on the same team as the teams<\/strong>.<\/p>\n\n\n\n

What results have you achieved thanks to the OKR method?<\/h2>\n\n\n\n

E. D.:<\/strong> It is probably too early to draw conclusions because it is a method that must be lived through over time, but I find this very promising and it\u2019s worth hanging on to.<\/strong> I see many positive effects<\/strong> in having deployed the OKRs:<\/p>\n\n\n\n