OKR Framework in Large Financial Services Company

Bank

The Challenge

The retail banking arm of a large Australian financial services company needed to connect day-to-day work with strategic objectives through well-formed OKRs. Across the 9 divisions and 6,500 team members, OKR quality and maturity varied significantly. Some divisions had adopted OKRs in name only, others were more mature, and there was no consistent standard or line of sight from team-level key results to divisional or enterprise strategy. The result: planning and prioritization couldn't operate at scale.

Our Approach

Designed and delivered a tailored uplift program by:

Calibrated OKR maturity levels by division and presented insights and a prioritized roadmap to senior management, creating a shared view of where each division stood and what needed to change
Developed OKR training and coaching plans for teams, portfolio leads, and divisional directors, embedding capability uplift to sustain beyond the engagement
Delivered 1-on-1 coaching with executives and directors to lift the clarity and quality of their OKRs, using refined examples and structured workshops

Results & Impact

Divisions aligned

6500

Team members

Prioritized roadmap

Outcomes

Across 9 divisions, we aligned on a consistent OKR approach to link work with strategic objectives, reaching 6,500 team members through cascading OKRs and embedded training. This work culminated in a single prioritized roadmap for senior management, giving them a division-by-division view of OKR maturity and a sequenced plan to close the gaps.