Multi-divisional OKRs. One group, one way of running.
Each division has its own market, P&L and habits. Group leadership needs one picture. The job is to give them that without taking away what makes each division good.
None of these is a framework problem. All of them are people problems.
The nuances, the personalities, the detractors and the advocates.
Every enterprise implementation has the same cast. Managing them well is most of the job, and it's the part that can't be learned from a book.
The detractor with the best objection
Often the most experienced person in the room. We bring the objection out early and use it to make the system better, so they end up defending it.
The advocate who wants to go faster
Enthusiasm is precious and easy to burn. We give advocates a role, not a mandate, so they pull people in rather than push them away.
The leader defending what works
Usually right about something. We name what their team does best before asking them to change anything else.
The quiet majority, watching
They decide whether it sticks, by watching what happens to the first team through. We sequence for what that teaches.
Method can be written down. Navigating this can't. It's what ten years in the room with leadership teams gives you.
Q&A
How do you set OKRs across divisions? +
Group leadership sets a few objectives; each division chooses how it contributes, in the same shape and on the same cadence, so progress reads across without translation.
Should each division have its own OKRs? +
Yes. Divisions own their markets and their P&L. What becomes common is the shape of a goal, the review rhythm and the measures that read across the group.
How do shared services fit? +
Shared services set OKRs that serve the group objectives directly, agreed with the divisions that depend on them, rather than collecting a goal from every division.
We'll show you how it works and share case studies.
Then you decide.
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