Implementation of OKR to drive Collective Buy-in

Context

Our client is a Series C funded (Tier 1 VC) technology product company with ~1200 employees and a 3-year average annual revenue upwards of USD 125M. As the company scaled, it became increasingly apparent that while individual departments were excelling in their specific initiatives, there was a critical lack of alignment at the organizational level.

The Ask

The organization needed a cohesive strategy that could align the efforts of its diverse teams and drive the company towards its broader goals.

The Solution

To address this challenge, we recommended implementation of the OKR (Objectives and Key Results) framework. OKRs are designed to create alignment and engagement around measurable goals, and they were seen as the perfect tool to unify the company’s efforts.

• Identifying the North Star Metric (At Org/Founder Office Level)

• Aligning Departmental Objectives

• Foster a Culture of Collective Accountability