Engaging the entire organization: how OKRs enhance integrative strategy implementation

Abstract

Purpose This study aims to determine how the goal-setting framework of objectives and key results (OKRs) can enhance integrative strategy implementation. Design/methodology/approach A case study of one of Europe’s leading financial services and debt collection companies, which launched an OKR pilot program in the first quarter of 2023, was used to collect primary data through semi-structured interviews. Following a purposeful sampling approach, 11 interviews were conducted with participants from different hierarchical levels and functional areas. This data was complemented and triangulated with internal company documents. Findings The analysis reveals that OKRs are more than just a goal-setting framework. They provide coordination mechanisms that enhance strategy implementation through facilitated communication, enhanced transparency, empowered employees, and increased cross-functional collaboration. With their structured creation cycles and retrospective reflection, OKRs also build the basis for (re)formulating strategy. Practical implications Organizations can strengthen the role of OKRs by piloting them in smaller units, linking them to midterm goals for strategic alignment, and embedding them into existing meeting formats to increase transparency without overwhelming employees. Rather than treating OKRs as evaluative checklists, managers should view them as aspirational tool that fosters communication and learning. Originality/value This study expands upon the limited understanding of the mechanisms through which OKRs enhance strategy implementation. Specifically, it focuses on the intersection of strategy implementation and (re)formulation, providing actionable guidance for organizations aiming to use OKRs for integrative strategy implementation.