Enterprise OKR training that makes champions.
OKR training tailored to your goals rather than a generic curriculum, delivered at the scale of your organisation. We give your people the skills to write great OKRs and run them well, and we create OKR champions who keep the standard high after we leave.
Our OKR trainers are the same senior people who run enterprise implementations, so the training is built from what actually happens in large organisations.
We teach your people how OKRs work and how to write good ones, in focused workshops, then leave a group of trained champions who can carry it forward.
The training rooms I run are full of people who've already sat through an OKR slide deck somewhere else. They can define an Objective. What they can't do yet is turn a task into a good Key Result with a number, and that gap is where most rollouts fail.
So we don't teach the framework in the abstract, and we don't send in people who've only ever facilitated it. Every workshop drafts real OKRs, on real goals, and gets torn apart and rebuilt in the room until the standard is visible, not just described. That's what a champion actually needs to carry forward: not a definition, a working eye for the difference.
If your last training left people able to recite OKRs but not write one, that's the gap we close.
Training programmes.
OKR foundations workshop
The essentials for leaders and teams: what OKRs are, why they work, and the traps to avoid.
Writing great OKRs
A hands-on session where teams draft and sharpen real objectives and key results together.
OKR champions programme
We create internal experts who guide their teams and keep quality high long after we leave.
Train the trainer
Equip your own facilitators to roll OKR training out across the whole organisation.
The short version.
What is OKR training? +
OKR training is structured teaching of the OKR method: what OKRs are, how to write objectives and key results, and how to run the operating rhythm. It's usually delivered as workshops for leaders, OKR owners and teams.
What is an OKR champion? +
An OKR champion is a trained internal expert who guides their team on OKRs and keeps standards high after the trainers leave. Our champions programme creates these people inside your organisation. See the OKR glossary for more terms.
Online or in person? +
Both. We run in-person workshops and live online sessions, tailored to your goals rather than a generic curriculum, and we can train the trainer so you scale it internally.
How do you train thousands of people on OKRs? +
Train the people who carry it day to day first: leaders, OKR leads, champions and team leads. Then give everyone else a digital learning track they can take at their own pace, including every new starter. Training on its own rarely sticks, so pair it with coaching through the first real cycles.
What should enterprise OKR training include? +
How to write a good objective and key result, how OKRs differ from KPIs and projects, the review rhythm, confidence and grading, and how goals align across divisions without cascading. Leaders also need training on their part: choosing the few priorities and protecting capacity.
Do your OKR trainers also coach? +
Yes. The same senior team trains, coaches and consults, so what people learn in a session is what they are supported on in the work.
Matt Roberts, co-founder & lead consultant.
A two-time SaaS founder with a venture-backed exit, Matt turns strategy into execution for teams scaling from tens to thousands. He leads a team of eight senior consultants, so you get the right operator for your moment.
Give your people the OKR skills.
Tell us your goals and team size and we will shape the right training, from a single workshop to a full champions programme.
Book a meetingHomework before the workshop.
Give your team the Coach, our free install, and let it mark their drafts before training day. A very honest pre-course assessment.
Do your teams run their part of the business well, and in the same way?
Two ways in. The same six things at the end.
We install the six and spend a year making them normal, not just adopted.
Enterprise OKR Implementation →We build one system out of the best of what you already have.
Enterprise OKR Implementation →What changes while we're working with you
And a lot of them come from people and teams you weren't expecting.
They get looked at properly and answered, so the next lot arrives too. Nobody's idea disappears into a drive.
Real decisions about what becomes a goal, and where the money and the people go.
Then each goal gets built for what it actually is. If the point is to find something out, it's set up to find something out, rather than to deliver a number somebody guessed at in a planning meeting.
The things that annoyed people and slowed you down are gone.
The things that speed you up have been added instead.
It stops being the goal-setting thing and becomes how the company works.
Which is also the point at which it stops needing us.
More ideas, better choices, quicker learning, and a lot more people who can see where they contributed.
That last one does more for how the place feels than everything else on the list put together.
Three reasons this can't be you
Getting help here isn't weakness. It's arithmetic.
Everything in there looks normal, because it's just how things get done here.
You can't diagnose a system you're standing inside.
None of you can chair that conversation cleanly.
Which few things to actually do is a decision you and your SLT all have skin in. We have watched bias dilute the right answer more times than we can count.
There's no professional body for this one.
Lawyers have a body that trains them and holds them to a standard. Anyone designing how a company plans, measures, judges and rewards has a management qualification that skipped it, a book or two, and what they saw work somewhere else.
Patterns, gotchas, slides, templates, agenda and hours, mostly. Duller than it sounds.
You have a day job that fills all of yours. This is ours, and it's what our success gets measured on. We've seen what works and what doesn't at scale, so we can match it to your context rather than hand you the average, and we know which versions hold when a quarter goes badly.
The diagnostics, the learning assets and the people to run a programme already exist, with a human in the loop at every point that matters.
These are what's missing almost everywhere. Each one is a piece of work with a name, in the order it tends to happen.
Then step seven loops back to the design, which is what stops it being a project with an end date.
Already running OKRs? Get an objective read on the implementation: the OKR Implementation Review, free, 45 minutes.
Training thousands of people to one standard? See enterprise OKR implementation.