Transforming Execution with OKRs: A New Rhythm for Strategic Alignment

In today's fast-paced business environment, organisations must continually evolve their methodologies to stay ahead. While Agile practices have proven invaluable for product development teams, I've observed that strategic, non-product teams often require a different approach to execute effectively.

The Challenge

Strategic teams frequently grapple with "busy work"—administrative tasks and meetings that don't directly contribute to their core objectives. Even with prioritisation tools like the Eisenhower Matrix, it's challenging to maintain focus on high-impact activities. Additionally, brand and functional teams (such as IT, digital, data, corporate affairs, medical, and market access) often operate in silos. This separation leads to misalignment, duplicated efforts, and inefficient capacity utilisation.

The Proposal

To address these challenges, I've explored an execution rhythm centred around Objectives and Key Results (OKRs), disciplined governance, and collaborative planning. This approach involves:

1. Disciplined Weekly OKR Check-ins
2. Quarterly Big-Room Planning
3. Integration with Organisational Cycles

Why Replace Agile Practices? (*read “Why Agile methodologies may not be ideal for strategic teams” below.)

While Agile methodologies excel in product development, they may not be as effective for strategic teams executing brand strategies or market initiatives. Here's why OKRs can be a better fit:

• Outcome-Driven Focus: OKRs emphasise measurable outcomes aligned with strategic goals rather than just task completion.
• Flexibility and Adaptability: Weekly check-ins allow for real-time adjustments without the constraints of fixed sprint cycles.
• Reduced Operational Overhead: Eliminating daily stand-ups and sprints frees time for strategic, high-value work.
• Enhanced Collaboration: Big-room planning fosters cross-functional alignment, breaking down silos and improving efficiency.

Implementing the Execution of Rhythm

To successfully adopt this approach, several preconditions must be met:

• Executive Sponsorship: Leadership commitment drives change and ensures organisational buy-in. OKRs should be agreed upon as the go-to structure for delivering and tracking strategy execution.?
• Cross-Functional Engagement: Involving all relevant teams in planning and execution to manage dependencies proactively.
• Clear Escalation Path: Providing teams with the confidence that there is an explicit path by which issues are raised and resolved builds trust in the method because issues will be resolved promptly.
• Alignment with Organisational Cycles: Synchronising with budget and brand planning cycles to ensure resource availability and strategic alignment.

The Quarterly Calendar

The proposed operating rhythm follows a quarterly cycle:

• Pre-Quarter Activities: Strategic review and initial OKR drafting occur two weeks before the quarter starts.
• Week 0: A two-day big-room planning event aligns all teams on OKRs and resource allocation.
• Weeks 1–11: Weekly OKR check-ins track progress, adjust priorities, and maintain alignment; this is also an escalation forum.?
• Week 6: A mid-quarter review assesses progress and makes necessary adjustments.
• Week 12: An end-of-quarter retrospective reflects on achievements and lessons learned.
• Week 13: Post-quarter activities include feedback collection and preparation for the next cycle.

Benefits of This Approach

• Improved Alignment: Ensures all teams work towards common goals with a clear understanding of their contributions.
• Enhanced Efficiency: Optimises resource utilisation and reduces duplication of effort.
• Increased Transparency: Provides visibility into plans and progress, promoting accountability.
• Reduced Busy Work: Focuses on high-impact activities directly tied to strategic objectives.
• Cultural Transformation: Fosters a collaborative culture open to continuous improvement and adaptation.

Conclusion

By integrating disciplined OKR practices with collaborative planning and aligning with organisational cycles, strategic teams can enhance their execution effectiveness. This approach replaces traditional Agile practices where they may not be the best fit, providing a flexible, outcome-focused methodology that drives real business value.

I'm excited about this execution rhythm's potential to transform the way strategic teams operate, and I would love to discuss how it can be implemented in your organisation.

*Why Agile methodologies may not be ideal for strategic teams Agile methodologies, such as Scrum and Kanban, have revolutionised how product development and software engineering teams operate by emphasising flexibility, iterative progress, and rapid response to change. However, Agile may not always be the best fit for strategic teams focused on high-level planning, long-term objectives, and organisational direction. Here are several reasons why:

1. Short-Term Focus vs. Long-Term Vision

• Agile Emphasises Short Iterations:
• Strategic Teams Require Long-Term Planning:

2. Task Management vs. Outcome

• Agile is Task-Centric:
• Strategic Teams are Outcome-Focused:

3. Fixed Roles and Processes

• Agile Prescribes Specific Roles and Ceremonies:
• Strategic Work is More Fluid:

4. Frequent Meetings Can Be Distracting

• Agile Requires Regular Ceremonies:
• Strategic Teams Need Deep Focus:

5. Adaptability vs. Stability

• Agile Encourages Constant Change:
• Strategic Initiatives Need Consistency:

6. Deliverables vs. Abstract Goals

• Agile Focuses on Tangible Outputs:
• Strategic Goals are Often Intangible:

7. Team Structure and Resource Allocation

• Agile Teams are Dedicated and Cross-Functional:
• Strategic Teams Involve Multiple Departments:

8. Measurement of Success

• Agile Measures Progress Through Velocity and Burndown Charts:
• Strategic Teams Use Key Performance Indicators (KPIs/OKRs):

9. Risk Management

• Agile Handles Risks Within Sprints:
• Strategic Initiatives Have Long-Term Risks:

10. Customer Feedback Loops

• Agile Relies on Immediate Feedback:
• Strategic Decisions May Not Have Immediate Feedback:

Alternative Approach: OKRs for Strategic Teams

Given these challenges, adopting Objectives and Key Results (OKRs) can be more effective for strategic teams:

• Outcome-Focused Planning:
• Flexibility Without Frequent Ceremonies:
• Cross-Functional Alignment:
• Long-Term Tracking:

Conclusion

While Agile methodologies are highly effective for iterative development and projects requiring rapid adjustments, they may not align well with the needs of strategic teams. Focusing on short-term cycles, detailed task management, and frequent ceremonies can divert attention from long-term objectives and the high-level thinking required for strategic initiatives.

By utilising frameworks like OKRs, strategic teams can maintain a clear focus on outcomes, foster cross-functional collaboration, and operate with the flexibility to navigate complex, long-term challenges. This approach better supports the nature of strategic work, enabling teams to drive significant organisational impact without the constraints of traditional Agile practices.

Interested in Learning More?

If you're exploring how to optimise the effectiveness of your strategic teams, I'd be happy to discuss how adopting OKRs and adjusting your execution rhythm can make a difference. Feel free to reach out!