New brand, new look, and new objectives. ATLARGE has taken on the management foundation of Objectives and Key Results (OKR). As part of our organization’s transition from a market disruptor to a definer, we thought it was time to orient our collective exploration and creativeness on a common set of objectives. For our clients, this means a hyper focused orientation toward developing ambitious and inspired solutions to their customer experience efforts.


Some Background

For those that are unfamiliar, OKRs were founded by Andy Grove in the 1970s while serving as “the greatest manager of his or any era” at Intel. However, the technique wasn’t made popular until John Doerr invested $12 million in a startup and began mentoring them. That company rallied around OKRs, now has a market cap exceeding $700 billion, and employs over 70,000 people. Maybe you’ve heard of Google?


The Superpowers

When adopting this new methodology, we had to, first, understand what an OKR is and how they generate a results-oriented management system. Then, we could develop our own for implementation. Doerr states, “In the OKR model, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions, and within a set time frame.” Additionally, companies adopt this process to unveil four “superpowers:”

  1. Superpower #1- Focus and Commit to Priorities
  2. Superpower #2- Align and Connect for Teamwork
  3. Superpower #3- Track for Accountability 
  4. Superpower #4- Stretch for Amazing

The OKR model and its resulting superpowers have delivered value to startups and organizations like Intuit, Intel, and MyFitnessPal. Now, it has become the ideal platform for an industry leader in connected customer experiences. 


Our Journey

At first, the OKR generation process starts out as a whirlwind of aspirations, realities, and unification around the betterment of the organization. There were tears, some blood-shed, and a lot of laughs that produced the seven objectives that traverse our one, three, and five year goals for accomplishment. We then turned to Key Results, which were much more matter of fact, representing an array of inputs from each of our departments. The result was a set of actionable goals that will carry ATLARGE into new markets, new strategies, and toward becoming “A world famous business building company in connected customer experiences.”

Stay tuned for part two of this three part series. I will be detailing the transition from corporate to department OKR development and highlight our methods behind the madness. 


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