OKRs and Strategic Change
summary
VincitEAM uses OKRs for three years to turn a €3M, 30‑person product unit serving 150 customer sites from firefighting into a predictable business with a clear operating model. Work runs in four sprints a year with planning, retros and quarterly team days; OKRs live in Azure DevOps. Wins: clarified strategy, defined roles, more ownership and visible cross‑team priorities. Misses: underestimated facilitation, lax target quality and tooling flows, forcing standardization of OKR format and backlog handoffs.
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chapters (8)
- 0:00Introduction and company background
- 5:20Why we started with OKRs
- 10:22Getting started with OKRs
- 14:14Our OKR model and tools
- 18:50Key achievements and impact
- 24:56Lessons learned and mindset shift
- 29:10Long-term results and future outlook
- 31:42Q&A and closing remarks
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