Yes, OKR is for any company of all sizes and segments. We have already implemented exponentially growing startups in companies in the field of cemeteries, in addition to more traditional segments such as civil construction, education, industry, etc. We reinforce the importance of 2 critical factors for the success of OKR:

1. The clarity of the purpose of adopting OKR as a management tool.

2. Direct involvement of senior leadership in the process.

The search for OKR has been growing amid so many changes, doubts and needs. Some questions that our OKR Consultancy helps to solve:

How to translate strategic planning into something understandable for everyone?
What is the best way forward?
How to prioritize goals?
What information to use?
How to measure whether the numerous initiatives are bringing the desired result?
How to engage people around organizational goals?
How should teams organize themselves to achieve their goals?

It is no wonder that OKR has been widely used by companies that are undergoing digital, cultural or growth-paced transformation processes. A management model with OKR promotes:

Aligning teams around organizational goals and purpose
Focus and continuous management of results.
Sense of responsibility and strong employee engagement.

Results with high value impact.

We don't agree! Especially if it's well implemented.

The corporate world has been heavily impacted by digital transformation and huge changes in market behavior, which are becoming increasingly frequent and fast.

HR teams no longer know what to do to increase employee engagement.

CEOs are faced with a huge list of initiatives and goals every year, but they are not sure that it will all really lead to the expected result.

OKR carries in its essence a way of working that attacks all these pains and aligns the team from strategy to execution, focusing on what really matters.

They are not KPIs, they are not initiatives, the organization starts to seek the impact it wants to cause, the Objectives and Key Results that impact customers, employees and the market.

We don't believe that a fad has the capacity for cultural transformation as OKR promotes, but if OKR is just the name used to nickname old practices, the fad's moniker will be short-lived.

Over time, we have come to realize that the OKR cycle brings new elements for a minimum period of 3 months.

When talking about OKR, we are talking about a management model, new knowledge, new habits. We are talking about Culture and not simply a technique that can be performed just by reading books.

Therefore, our OKR® Matrix was designed to accompany all our customers for at least one quarter, going through 17 critical steps and with the possibility of sustaining and consolidating for the following periods.

For each of them, we lead the implementation, using tools and methods that are adapted to each context and Regional and Organizational Culture. We determine success criteria for each of the phases and seek to transfer all our know-how so that OKR is incorporated as a management model.

Over time, we have come to realize that the OKR cycle brings new elements for a minimum period of 3 months.

Of course, we will always need to assess the complexity and need of each company, but even in robust deployments, we will seek a format in which the client depends as little as possible on our team. Our main objective as Matrix is ​​to expand the number of agents of transformation to achieve our purpose of “Providing sustainable and simple paths that balance the way people live and work, focusing on what really matters”.