For the CID LINES investor, it was clear:
As a sales organization, how can we not only contribute harder, but, above all, smarter to growth?

There was a need for focus, ownership and more cooperation between departments.

Approach with OKRs

There was the OKR (Objectives & Key Results) methodology introduced as a growth compass.
Not as a new reporting system, but as way of thinking and working.

We started with one clear ambition: sales efficiency as a growth engine.
From there, an OKR structure was set up — with quarterly goals, measurable results, and personal OKRs for each sales manager.

This led to three major tipping points:

1. Ownership:

Sales managers set their own goals: conquer new markets or strengthen existing ones.
They came up with their own plans and engaged other teams to help them achieve it.

2. Focus & rhythm:
   Every quarter, we evaluated what worked and what didn't.
   The cycle of determine - execute - adjust created clarity and continuous learning.

3. Visibility & collaboration:
   OKRs made it clear who had an impact where.
   Marketing, operations and R&D were actively involved — sales no longer became an island, but a connecting engine in the organization.

Turning towards the customer

Working with OKRs changed the view from the inside out.
The customer became the fixed point of reference in every quarterly meeting.
Sales, marketing and operations spoke the same language from now on: the language of customer value.

This caused a structural shift in DNA — from targets to meaningful impact for customers.

Results and insights

1. More focus and transparency
The OKRs showed what the real priorities were, who was responsible for what and what success looked like.
Managers reported a much greater sense of clarity and direction.

2. Stronger cooperation
The quarterly rhythm and shared goals brought departments closer together.
+30% more cross-functional projects between sales, marketing, R&D and finance

3. Better commercial performance

• +15% increase in the hit rate of quotes → less waste of time and resources.

• 20% faster turnaround time from prospect to customer thanks to better collaboration.

• 3 new markets identified and first go-to-market steps taken.

• 40% of sales managers worked with a concrete growth plan (vs. almost 0% previously).

4. Greater customer focus

• NPS rose noticeably within 24 months.

• 70% of OKR actions linked directly to customer needs (previously highly internally focused).

5. People development
Personal OKRs showed where salespeople excelled and where there were opportunities for growth.
The result: more self-direction, more initiative, and more confidence to do business within the organization.

Impact

The implementation of OKRs brought more than structure — it brought a new rhythm of growth. From separate initiatives to a supported movement. From plans on paper to behavior in action.

OKRs provided focus, rhythm and ownership — and made sales efficiency the engine of sustainable growth at CID LINES.

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