Strategy Without Action Is Just an Idea: Get Moving with OKRs.
- Anna Cluytens
- Jun 5
- 4 min read
Updated: Jun 10
Creating strategy is one thing. Activating it? That’s a whole different game.
Most companies have a slick slide deck, a bold ambition, or an inspiring vision somewhere. But walk around their office, and you quickly feel: this doesn’t live.
People do their jobs. Departments run on autopilot. Decisions get stuck in meetings. And those grand ambitions? Crushed by the chaos of the day.
And that’s the problem.
Because a strategy that never translates into action is just... an idea. And an idea alone won't bring you growth.
At Holmes & Watson, We Build Strategic Flywheels
We believe strategy only works if it creates momentum. Momentum that engages people, builds ownership, and makes progress visible. Not fluffy plans or top-down command-and-control. But clear goals, shared accountability, and transparent progress.
That’s where the OKR framework shows its power.
OK... what now?
OKR stands for Objectives & Key Results.
A simple but powerful tool to turn strategic ambition into actionable goals and measurable outcomes. Most importantly: it invites people to think with you.
Objectives = Where do we want to go? (inspiring and directional)
Key Results = How will we know we’re getting there? (concrete and measurable)
But OKRs are more than a checklist. They’re a way of working. A cultural shift. A system that creates clarity without micromanagement. One that drives autonomy, not chaos.
Why We Love OKRs (And Why They Work)
1. From Top-Down to Ownership
OKRs force clarity on what really matters. But they also force you to involve people. Instead of saying “do this,” you ask: “what can we do to achieve this together?”
And then something magical happens: people take ownership. They think with you. They start looking for solutions. And that’s when true engagement kicks in.
2. Transparency That Actually Works
With OKRs, goals are visible. To everyone.
Not just the management team, but across departments, teams, even individuals. No secrets. No silos. Just clarity: who’s working on what, why, and with what outcome in mind?
It builds trust. It breaks through organizational walls.
3. Autonomy Without Chaos
OKRs offer direction and freedom.
You don’t dictate how people must do things. You share where you want to go. Teams then define the how. No micromanagement. Just room to act, innovate, and grow.
OKRs Activate Strategy
Your strategy matters — of course. But the true value lies in bringing it to life. OKRs are the perfect flywheel for that.
Why?
They force you to turn strategy into action.
They help you define sharp priorities.
They make progress visible — and point out where to course-correct.
They make strategy tangible to everyone — from CEO to intern.
What Makes OKRs Different from Classic KPIs?
Thinking vs. checking boxes.
Let’s be real: many KPIs are just checklists. Numbers tracked without meaning. Reports filled with data, but no discussion about real impact.
OKRs flip that.
They start with reflection:
What do we want to achieve?
What does success look like?
What can we do to make it happen?
It’s not about hitting targets to please the system. It’s about making impact that moves the organization forward.
“But What If People Don’t Engage?”
Good question.
We often see people have forgotten how to think strategically. Systems, habits, control structures... they dull curiosity. People start executing instead of thinking.
That’s exactly why OKRs are so powerful: They reactivate people. They provide space and structure. They invite voices, ideas, and initiative.
But here’s the key: it must feel safe.
Safe to fail. Safe to speak up. Safe to say “this isn’t working.”
Only then do you get that flywheel effect: insights shared, teams aligned, people rising above themselves.
OKRs in Practice: How to Start
Here are the steps we follow with clients:
Start with a clear strategic ambition Not a vague vision or endless decks. Just one concrete ambition for the next 6-12 months. What do we want to actually achieve?
Translate it into 3-5 Objectives Keep it simple. Choose a few inspiring goals. Not a to-do list, but direction.
Formulate measurable Key Results What does success look like? What will improve, shift, or get done?
Let teams define their own initiatives This is where ownership kicks in. Let teams decide: what will we do to make this happen?
Plan regular check-ins Forget annual reviews. Think short cycles. We recommend a 6–8 week rhythm to track progress and adjust.
OKRs = Culture Building
This is the core: OKRs aren’t just a tool. They’re a culture shift.
A new way to think, work, and collaborate. A mindset that breaks old habits:
From control → to trust
From silos → to cross-team alignment
From routine → to reflection
From top-down → to co-creation
OKRs aren’t the goal. They’re the vehicle to bring your strategy to life.
So, What’s the Payoff?
Here’s what OKRs unlock:
Higher engagement
Faster decision-making
Clearer priorities
More agility
Better results
But most of all: a workplace where people dare to stick their necks out again. Where ideas flow. Where strategy lives.
That’s the power of OKRs. And that’s why we integrate them into nearly every strategic journey we co-create at Holmes & Watson.
Ready to Move From Planning to Action?
Then ask yourself:
Are your people ready to help steer direction?
Do they feel ownership of your ambition?
Do they know how to make an impact — every single day?
If your answer is: “Hmm... not sure” — then it might be time to breathe new life into your strategy.
With OKRs. With us. And with an approach that actually works.
Let’s get that flywheel moving. 🚀
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