Lessons learned from a phased OKR implementation

When a large multinational consumer goods company decided to shake up the way it worked, it wasn’t just about introducing a new framework. The goal was bigger: break free from slow annual planning cycles, reduce silos, and cut through layers of bureaucracy.

The chosen tool for the job? Objectives and Key Results (OKRs).
But instead of flipping the switch overnight, the company went for a phased approach—rolling out OKRs in a few countries first, learning from the process, and improving the model before expanding further.

This rollout focused on two main areas:

1. Building the OKR Operating Model – The nuts and bolts: processes, routines, tools, roles, and responsibilities.
   
   
2. Supporting the Change – Communication, training, defining OKRs at all levels, and helping teams through the transition.
   
   

A dedicated change team, made up of people from key parts of the business, led the charge. Their job wasn’t just to “install” OKRs—it was to make sure leaders and teams were aligned and ready for long-term success.

Here’s what they learned along the way.

One of the first hurdles? People thought they already knew how to set goals—after all, SMART goals have been around for decades. But OKRs are different. They’re more dynamic, built to adapt as the market changes, and they force you to link strategy to measurable outcomes, not just to projects.

The biggest shift:

• Traditional goals connect objectives to projects.
  
  
• OKRs connect objectives to Key Results—and the work can change as often as needed, as long as those results stay in focus.
  
  

Tip: Don’t assume everyone “gets” OKRs right away. Show examples of good OKRs in your own context, explain the review/grading process (it’s different from the usual progress updates), and make sure teams understand why the change matters.

OKRs only work when leadership is fully on board. That starts by asking: What strategic challenges are we facing? Once those are clear, it’s easier to position OKRs as a tool to solve them.

This doesn’t have to be all-or-nothing. OKRs can start small—say, in one product team or business unit with enough autonomy to set its own priorities. If it works there, it can become a pilot that inspires wider adoption.

Tip: Never launch an OKR pilot without leadership backing. Even in a small corner of the business, alignment between leaders and teams is essential.

There’s no universal formula for OKRs. The basic framework is simple, but the way it works in practice will depend on your culture, your market, and your specific needs.

In this case, the OKR operating model evolved over time as pilots revealed what worked and what didn’t. That flexibility was key to making the system stick.

Tip: Keep it simple at the start. Have a basic model that everyone can follow, but leave room for teams to experiment and share back what they’ve learned.

The company’s OKR journey isn’t over—they’re still rolling it out to more countries—but the early signs are promising. Teams in the first wave are more aligned, quicker to adapt, and focused on outcomes instead of just delivering projects.

And perhaps most importantly, OKRs have become part of a bigger cultural shift—moving from a slow, siloed way of working to one that’s faster, more connected, and more competitive.

By starting small, learning fast, and improving as they went, the company turned OKRs from a “new framework” into a lasting change in how they work.