At Holmes & Watson, we believe that strategy only really works if you make it a flywheel. One that involves people, creates ownership, and makes movement visible. No fluffy plans or top-down planning, but clear goals, shared ownership and transparent progress.
That is exactly where the OKR framework shows its strength.
OK cotton wool?
OKR stands for Objectives & Key Results.
A simple but powerful framework that translates strategic ambitions into concrete goals and measurable results. And above all: that invites people to contribute ideas for themselves.
- Objectives = Where do we want to go? (inspiring and guiding)
- Key Results = How do we measure whether we're getting there? (concrete and testable)
But OKRs are much more than just a list of goals. They are a way of working. A cultural shift. A system that does not detain people, but rather gives them autonomy.
Why we love OKRs so much? Here it comes:
1. From top-down to ownership
OKRs oblige you to clarify what is really important. But they also force you to engage people. Instead of saying “do this”, ask the question: “What can we do to make this happen together?”
And then something magical happens: people feel like owners. They think along. They are looking for solutions themselves. And that ensures real engagement.
2. Transparency that works
Goals are visible at OKrs. For everyone.
Not only the goals of management, but also those of teams and even individuals. No secrets, no islands. But clarity: who is working on what, why, and with what result in mind?
That creates trust. And it breaks the classic silos that many organizations get stuck in.
3. Autonomy without chaos
- OKRs provide direction and freedom. You don't tell someone what to do, you tell them where you want to go. How to get there, teams can think about for themselves. No micromanagement, but room for initiative. And let that be the key to innovation.
- OKrs as an activator of your strategy Your strategy itself is important — of course. But the real value lies in the activation. And OKRs are the ideal leverage effect for that. Why?
Because they force you to translate your strategy into action.
- They help you to set priorities.
- They show where you are making progress and where you need to make adjustments.
- And they make strategy tangible for everyone in the organization — from CEO to intern.
What's the difference with classic KPIs? Think versus check off.
Let's face it: many KPIs are just a check list.
You follow up on figures that were once relevant without wondering why they matter. You have reports full of data, but no dialogue about impact.
OKRs turn that around.
They invite people to think first:
“What do we want to achieve? What does that mean for us? What are we going to do about it?”
It's not about meeting targets to keep the system happy.
It's about making an impact that contributes to the bigger picture.
And let that be exactly what strategy needs: thinking, connecting, adjusting. No automatism. No copy-paste. Well, ownership.
“But what if people don't contribute?”
Great question.
We often notice that people have forgotten that. They are flattened by systems, habits, control. They started executing instead of thinking.
And that's why the OKR framework is so powerful: it reactivates people. It gives them space and support. It invites them to think back, to speak up, to take the initiative.
But — and that's essential — it needs to feel safe.
Safe from making mistakes. Safe to share ideas. Safe to say, “This isn't working.”
Because only then do you get the flywheel effect: insights that are shared, teams that align, people who transcend themselves.
OKrs in practice: how do you get started?
A few concrete steps that we use with our customers:
1. Start with a clear strategic ambition
No vague vision or endless slide decks. However, a concrete ambition for the next 6 to 12 months. What do we really want to achieve as an organization?
2. Translate this into 3-5 Objectives
Don't make it too complex. Choose a limited number of inspiring goals. No to-do list, but directions.
3. Formulate measurable Key Results
What does success mean? What do we want to see change, improve, achieve?
4. Let teams think about initiatives for themselves
The key to ownership. Let teams decide for themselves: What can we do to achieve those Key Results?
5. Schedule regular check-ins
No annual evaluation, but short-term adjustments. We recommend a 6 to 8 week rhythm to evaluate and learn progress.
OKrs = cultural building
And here's where we get to the point: OKRs are not just a tool. They are a cultural shift.
A different way of thinking, working and collaborating.
They break old patterns:
- From control to trust
- From silos to collaboration
- From routine to reflection
- From top-down to co-creation
OKRs are not an end in themselves. They are the vehicle that sets your strategy in motion.
And what does it yield? Very concrete:
- ️ More engagement
- Faster decisions
- Clear priorities
- More agility
- Better results
But above all: an organization where people dare to put their heads back above ground level. Where ideas circulate. Where strategy lives.
That is the strength of OKrs.
And that's why we integrate them into almost every strategy process that we activate at Holmes & Watson.
Ready to go from plan to action?
Then the question is:
- Are your people ready to help guide you?
- Do they feel they own the ambition?
- Do they know how to make an impact — every day?
If the answer is “mmm, I don't know” — then maybe it's time to breathe new life into your strategy. With OKrs, with us, and with an approach that really works.
Let's get that flywheel moving. 🚀
