Chief Executive Group Got All 10 Departments on OKRs
Chief Executive Group rolled out cascading OKRs across a highly matrixed team. All 10 departments now use them consistently.
10 of 10
departments use OKRs consistently
100%
of managers and employees aligned on company objectives
+95%
more frequent OKR use across the team
Chief Executive Group (CEG) is a media company that serves U.S. CEOs, senior executives, and public company directors. CEG is a close-knit team, but it is highly matrixed, and that made it hard to set and cascade both long-term and near-term goals.
Your adaptability, understanding, and flexibility have been instrumental to our small organization where continuous change is inevitable. That has been critical in this process of utilizing Impact.
Patricia Amato
Chief of Staff
OKRs are harder in a matrixed organization. People report to more than one leader, priorities compete, and reporting lines and timelines vary by team. Without clear coordination, goals drift apart.
CEG brought in Peoplelogic to design an OKR framework, cascade it through the company, and speed up the rollout.
What CEG needed
- The right software for a working OKR process
- A matrixed OKR system the team would use regularly
- Training on OKRs and a habit of regular feedback and recognition
- A way to set and align the right goals at the right time
A rollout plan built for CEG
Peoplelogic mapped how CEG is organized, then built an OKR rollout plan around it. The plan set out who owns each long-term and near-term objective, both across teams and up and down the reporting line.
Leadership engagement
Peoplelogic worked with CEG's leadership team first to get their buy-in. Training sessions and workshops then taught teams how to set aligned goals and own them.
"The CX team genuinely cares and is always jumping into the mix and helping us figure things out. It's like they're on our team and not with a different company."
Patricia Amato, Chief of Staff
Cascading OKRs across departments
OKRs cascaded from the C-suite to managers and then to employees. At each level, people could see how their goals contributed to the company's.
Results
CEG now sets OKRs at the top and cascades them across the organization, so every team has a clear view of company priorities. Leadership performance improved, along with efficiency and goal attainment. Teams also became more collaborative and took more ownership of their goals at every level.
Every CEG department now runs on OKRs, despite the matrixed structure that made goal-setting hard. If you're dealing with the same problem, talk to an HR expert.
Turn “we should fix performance” into a repeatable rhythm.
A 30-minute walkthrough with someone who has set this up for a two-person HR team before. No deck.