Transforming with OKRs


When I first walked into the office of a mid-sized SaaS company, I could sense the tension in the air. The company had grown quickly, but success had brought new challenges. The team was juggling multiple priorities, and while they were passionate about their product, they lacked clear direction. The CEO had heard about OKRs—Objectives and Key Results—and believed this framework could help align the team and drive focus. That’s when I was brought in to help.

Setting the Stage:
Understanding the Need for OKRs

The first thing I did was immerse myself in the company’s culture. I spent time with the leadership team, product managers, engineers, and even customer support staff to understand their pain points. One thing became clear: while everyone was working hard, there was little alignment on what truly mattered.The CEO shared his vision of becoming the leading provider in their niche, but as I spoke with individual teams, it was evident that each group had its own interpretation of what that meant. The engineering team was focused on improving system performance, the sales team was chasing short-term revenue targets, and the product team was adding features based on customer requests without a cohesive strategy.This fragmentation was hurting the company’s ability to scale effectively. They needed a way to unify their efforts around shared goals—goals that would not only drive business outcomes but also inspire the team to push beyond their comfort zones.

Introducing OKRs:
A Deliberate, Iterative Approach

OKRs weren’t just another box-ticking exercise; they were a fundamental shift in how the company would operate. I knew that simply dropping this framework on the team would lead to confusion or, worse, resistance. Instead, I opted for a deliberate, iterative approach.


Step 1:
Education and Buy-In

The first step was educating the leadership team. I held a series of workshops to introduce them to the OKR framework, explaining how it could help them align on a shared vision and translate that vision into actionable goals. I made it clear that OKRs were not about micromanaging teams but about empowering them to take ownership of their objectives.To ensure buy-in, I encouraged the leadership team to start by defining company-wide objectives. We focused on what they wanted to achieve over the next quarter. For example, one of the objectives was to “Increase customer retention by delivering more value to our users.” This objective was intentionally broad, allowing us to drill down into specific key results that would drive this outcome.

Step 2:
Collaborative Goal Setting

With the company-level objectives in place, we moved on to the next step: cascading these objectives down to individual teams. I facilitated workshops with each department to help them define their own OKRs, ensuring they aligned with the broader company goals.One of the biggest challenges we faced during this phase was helping teams understand the difference between an objective and a task. Many team members initially struggled, trying to turn their to-do lists into key results. For instance, the marketing team’s initial key result was to “Launch three campaigns.” But I encouraged them to think about the impact of those campaigns. We reframed their key result to “Increase lead conversion rate by 15% through targeted campaigns.” This shift in thinking was crucial—it moved the focus from activity to impact.

Step 3:
Iteration and Adjustment

OKRs are not a set-it-and-forget-it framework. They require regular check-ins and adjustments. As the teams began working toward their objectives, we held weekly meetings to review progress. This iterative process was critical for several reasons.First, it allowed teams to course-correct if they realized they were off track. For example, the engineering team had set a key result to “Reduce average page load time by 50%,” but after a few weeks, they discovered that this goal was overly ambitious given their current resources. Instead of abandoning the OKR, we adjusted it to “Reduce average page load time by 30%,” which was still challenging but more achievable.Second, these regular check-ins fostered a culture of transparency and accountability. Team members felt comfortable sharing their challenges and successes, and we used these discussions to celebrate small wins, learn from setbacks, and continuously improve our approach.

Overcoming Challenges:
Patience, Persistence, and Adaptation

Implementing OKRs wasn’t without its challenges. The first quarter was particularly tough. Teams were learning a new way of working, and there were moments of frustration. Some team members felt overwhelmed by the pressure to achieve their key results, while others struggled with the new level of transparency that OKRs demanded.One of the most significant challenges was shifting the mindset from outputs to outcomes. For years, the company had measured success by the number of features shipped, the number of sales calls made, or the number of bugs fixed. But OKRs required a different approach—one that focused on the impact of these activities on the company’s broader goals.To address this, I worked closely with the leadership team to reinforce the importance of outcomes over outputs. We revisited the OKRs regularly, making adjustments where necessary and reminding everyone that the purpose of OKRs was to drive meaningful progress, not just to check boxes.Another challenge was ensuring that OKRs didn’t become too rigid. There was a risk that teams would see their key results as the only things that mattered, leading them to ignore new opportunities or challenges that arose during the quarter. To combat this, I introduced the concept of “stretch goals” within the OKR framework. These were ambitious targets that encouraged teams to aim high but were understood to be challenging and not necessarily achievable in full. This approach kept the teams motivated and focused while allowing for flexibility.

Celebrating Success:
Tangible Results and a Cultural Shift

By the end of the first quarter, the results were starting to show. The company’s customer retention rate improved by 10%, thanks to a series of product enhancements driven by the new focus on delivering customer value. The marketing team exceeded their key result, achieving a 20% increase in lead conversion, which was directly tied to their targeted campaign efforts.But beyond these tangible results, the most significant change was cultural. The teams were more aligned than ever before. There was a new sense of clarity and purpose in the way they approached their work. Meetings were more focused, and there was a shared understanding of what success looked like for the company as a whole.One of the most rewarding moments for me came during an all-hands meeting at the end of the quarter. The CEO, who had been somewhat skeptical about OKRs at the outset, stood up and spoke about the transformation he had witnessed. He talked about how the framework had not only aligned the team but had also empowered them to take ownership of their work in a way that he hadn’t seen before. It was clear that OKRs were no longer just a framework—they had become part of the company’s DNA.

Learnings and Reflections:
The Power of Iteration and Human-Centric Approach

Looking back, there were several key learnings that stood out from this experience.First, patience is critical. Implementing OKRs is a journey, not a sprint. It took time for the teams to understand and embrace the framework, and there were moments when it felt like we were moving too slowly. But by taking an iterative approach—educating, testing, adjusting, and refining—we built a solid foundation that could support sustainable growth.Second, the human element is vital. OKRs are not just about setting goals; they’re about creating alignment, fostering accountability, and driving meaningful impact. To achieve this, it’s essential to listen to the people who are doing the work, understand their challenges, and support them through the transition.Finally, flexibility is key. While OKRs provide a structure, it’s important to remain adaptable. Business environments are dynamic, and the ability to adjust OKRs in response to new information or changing circumstances is crucial for maintaining their relevance and effectiveness.

Conclusion:
OKRs as a Catalyst for Transformation

Implementing OKRs in this SaaS company was one of the most challenging and rewarding projects I’ve worked on as a product consultant. The journey was far from easy, but the results were transformative. The company not only achieved its immediate business goals but also fostered a culture of alignment, accountability, and continuous improvement.If you’re looking to drive similar results in your organization, I encourage you to visit my consultancy website, Whether you’re just starting with OKRs or looking to refine your existing approach, I can help you navigate the challenges and unlock the full potential of this powerful framework.In the end, OKRs are not just about setting objectives; they’re about creating a shared vision and empowering your team to achieve it. And when implemented thoughtfully and iteratively, they can be the catalyst for lasting transformation.