// okrs for large companies

OKRs for large companies. Without the bureaucracy.

At a thousand people, OKRs stop being a team habit and become an operating system. Done well, everyone knows what matters and why. Done badly, they become a form to fill in every quarter.

Book a meeting → Enterprise OKR Implementation
// what makes it hard
01

Too many goals, too many layers

Every layer adds objectives until nobody can name the top three.

02

A tool before a method

Software rolled out to thousands before anyone agreed what a good OKR looks like.

03

Quality that varies by manager

Sharp OKRs in one team, compliance theatre next door.

None of these is a framework problem. All of them are people problems.

// we've lived it

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.

// how we run it
How it starts
An Approach & Plan
A look, a plan and a commitment to better.
The Work
4 quarters
Evolving and improving your OKR implementation.
The Experience
Enjoyable & effective
Teams will love the new, improved ways to plan and report.
One Company
Aligned & faster
One better, unified way of operating.
15+ enterprise organisations, including
Legal & GeneralAbsaFNBSAPMicrosoftSageJaguar Land RoverRolls-RoyceNews UKITVASOSVirgin Atlantic
Case study4,000 people, five countries, one way of running OKRs in twelve months.Read →
// questions to ask

Q&A

Do OKRs work for large companies? +

Yes, when they are run as one way of operating rather than a template. The large companies that get value from OKRs keep company objectives few, let teams choose how they contribute, and hold one standard of quality everywhere.

How many OKRs should a large company have? +

Fewer than most think. A handful of company objectives, with divisions and teams choosing a small number that visibly contribute. If people cannot name the company objectives, there are too many.

How do you roll OKRs out to thousands of people? +

Team by team, volunteers first, with champions in each division and a method everyone learns the same way. An AI coach trained on that method keeps quality consistent without a coach in every room.

// related
Enterprise OKR ImplementationThe full approach, from first look to one way of running. See the approach →
OKRs for MultinationalsOne rhythm, many marketsRead → Multi-divisional OKRsOne group, one way of runningRead → OKRs After an AcquisitionIntegrate how you run, not just the ledgerRead → Enterprise OKRs PodcastLeaders who have done it at scaleRead →

We'll show you how it works and share case studies.

Then you decide.

Book a meeting →