An established financial services company needed to increase results transparency and operational speed as part of its transformation strategy. scaleon embedded Objectives and Key Results as a goal-setting system with more than 200 executives and employees across all business units.
Situation
A leading European financial services company offering services in the areas of credit assessment, debt collection, and accounting had recognised the need to increase transparency, speed, and alignment in strategy execution. The executive team had identified Objectives and Key Results (OKRs) as a potentially promising approach and wanted to introduce the OKR framework across the organisation.
Approach
We began by reviewing the current strategic and operational challenges facing the client and discussed the organisational structure in depth with the CEO and the management team. We developed possible alternative scenarios for an OKR introduction and weighed the advantages and disadvantages together with the board. We ultimately decided on a comprehensive roll-out across all core teams, including all key members of the management team and all colleagues with a strong change focus within the company. More than 70 colleagues began using OKRs in the first cycle.
We consistently placed particular emphasis on the core of the OKR methodology: defining precise, simple, and measurable goals. This is often more difficult than it sounds, and we conducted multiple training sessions, Q&A sessions, and one-to-one coaching where needed.
To ensure that the process was adopted by the organisation step by step, we trained several internal OKR masters as in-house experts. A dedicated software tool was selected, and we supported the evaluation and procurement process based on the company's specific requirements.
Results
Today, more than 200 colleagues are actively working with OKRs as OKR owners across all teams and levels of the hierarchy. All management levels work with OKRs and continuously increase adoption within their teams.
Over time, we helped to refine the OKR system and adapt it to the individual requirements of the teams.
OKRs have since become part of the management DNA of the financial services company.
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