Case Studies
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Peter
The Government Digital Service
| Referee Name: | Poss Apostolou - Head of Delivery Operations |
| Referee Company: | The Government Digital Service (Cabinet Office, HM Government) |
| Dates of work done: | 07.2015 - 10.2015 |
Client Testimonial
OKRs were a game changer at GDS. They gave us a powerful framework to talk about delivering valuable outcomes, not just outputs. For the first time, we could directly attach financial investment to the beneficial impact of the work.
Peter rolled out OKRs in a way that was approachable, inclusive, and effective. By starting small and meeting teams where they were and inviting them to work with OKRs in their own contexts, we reduced resistance and built social proof that snowballed into much wider adoption.
Peter’s agile background and technical ability meant that we could expand our OKR practice to include headcount and financial metrics for a truly 360 picture of our portfolio.
Poss Apostolou, Head of Delivery Operations, GDS
Introduction
In a short span, we implemented Objectives and Key Results (OKRs) across more than 20 teams within the Government Digital Service (GDS) as part of an organisation-wide initiative to manage a complex change portfolio totalling over £100 million annually. This move aimed to enhance decision-making, optimise resource allocation, and ensure alignment with strategic goals.
Background
Back in mid-2015, during my tenure as a contract portfolio delivery manager at GDS within the Cabinet Office, I was tasked with assisting in the business planning for the 2015 Spend Review. This involved comprehensively defining target outcomes, workforce plans, and necessary investments across a dynamic portfolio managed by a rapidly growing organisation comprising over 400 individuals distributed across 20 teams in 4 business units. These teams catered to diverse interests across central government.
Challenges Faced
Past efforts to rigidly delineate costs, headcount, and deliverables had encountered significant resistance. Agile delivery teams found it challenging to articulate their work in terms of outcomes, often defaulting to output-based milestones. Moreover, existing spreadsheet templates were unwieldy and the process offered little value to the teams. There was also a pervasive scepticism towards adopting new methodologies due to existing workloads.
Approach and Achievements
Leveraging the agile ethos ingrained within GDS, we introduced OKRs to a handful of delivery teams, providing them with a straightforward toolkit to formulate, align, and communicate target outcomes effectively. To overcome initial resistance and scepticism, we organised open “lunch & learn” sessions and established channels for ongoing communication and support, such as email campaigns and an open Slack channel.
I personally conducted numerous learning sessions and workshops to familiarise teams with OKR concepts and guide them through the process of setting, aligning, reviewing, and closing their OKRs. Collaborating closely with senior leaders, service owners, and delivery managers, we seamlessly integrated OKRs into existing roadmaps and workflows. This approach empowered teams to articulate measurable outcomes linked to specific investments and workforce plans, fostering a clearer understanding of the rationale behind their activities. Moreover, OKRs facilitated more meaningful discussions both within and beyond GDS, serving as a common language for assessing value and prioritising initiatives. By tapping into existing communities of practice, we cultivated a cadre of OKR “ambassadors” to sustain and evolve the practice over time.
Utilising Google Workspace tools, particularly Google Sheets, we developed user-friendly templates for articulating OKRs, workforce plans, and financial estimates, streamlining the process for every project manager. Collaboration with finance partners enabled us to align cost-centres with actual value streams, providing timely and accurate reporting on expenditure.
Impact
The introduction of OKRs and associated tools enabled teams to monitor costs, headcount, and outcomes in real-time, facilitating weekly check-ins at the team level and monthly reviews at the business unit level. This agile approach to resource allocation mitigated the “spend it or lose it” mentality, fostering a culture of flexibility and efficiency. Furthermore, the transparency afforded by these tools facilitated proactive management of workforce utilisation, reducing instances of over-hiring and burnout. It also encouraged skill development and mobility within the organisation, ensuring optimal deployment of talent.
Conclusion
The implementation of OKRs at GDS, branded as “missions & outcomes,” continues to underpin strategic planning and execution, empowering teams to align their efforts with organisational objectives effectively. This initiative not only enhanced decision-making and resource allocation but also positioned the Delivery Operations function as a valued partner in achieving organisational goals. I like to think that OKRs were instrumental in helping us to secure our over £500m investment from the Cabinet Office to deliver GDS’s important work – but this might be a stretch!
Exscientia
| Referee Name: | Garry Pairaudeau - CTO |
| Referee Company: | Exscientia |
| Dates of work done: | 11.2021 - 12.2022 |
Client Testimonial
We engaged Peter during an exciting but uncertain time of tremendous growth & change at Exscientia. We knew OKRs could help us but we weren’t sure where to start or how to make them stick. By testing the waters with senior leaders through his excellent “quick start” programmes and then ramping up with multiple cohorts over a period of several months we were able to successfully navigate the challenges of making OKRs work across our complex portfolio of work.
Peter’s approach was nuanced, clear, and inclusive – grounded in decades of delivery and organisational change management experience. This made a huge difference for us as he was able to respond to the specific needs of each team while creating a coherent and clear methodology that was easy to implement and maintain across the wider organisation.
Combined with his agile and portfolio management expertise and engineering background we were able to use OKRs to have more impactful conversations connecting strategy and delivery at Exscientia and ultimately driving much stronger results than we could’ve had on our own.
Garry Pairaudeau, CTO, Exscientia
Introduction
By late 2021, Exscientia found itself in a phase of rapid expansion, driven by its ambitious goal of revolutionising drug discovery through the application of artificial intelligence (AI) and machine learning (ML). With an influx of top-tier talent from academia, the company faced the challenge of integrating these experts into cohesive, high-performing teams aligned with its mission and project objectives.
In response, my services were engaged to introduce Objectives and Key Results (OKRs) across the organisation, consisting of over 200 individuals distributed across more than 30 teams and spanning five different functions on 3 continents. Our aim was to establish a streamlined OKR process that could effectively align teams with corporate goals within a short timeframe.
Challenges faced
Navigating tight deadlines and managing a diverse portfolio of projects in highly specialised scientific and technical domains posed significant challenges. It was crucial to differentiate between team outputs and actual business outcomes within this complex landscape.
Furthermore, as teams were still in the process of formation, there was a lack of clarity regarding team missions, value streams, and operational norms. This hindered the establishment of shared objectives and mutual accountability for project delivery.
Actions & Outcomes
To address these challenges, I spearheaded numerous OKR training sessions and workshops involving senior leadership, department heads, and individual teams. These sessions covered the entire OKR lifecycle, including setting, aligning, checking-in, and closing. Additionally, for teams struggling to define their identity and direction, I facilitated “Team Charter” workshops aimed at establishing team purpose, norms, and operational guidelines.
Recognising the importance of upskilling and knowledge transfer, I assembled a core group of about 20 OKR Ambassadors within Exscientia. These “ambassadors” convened regularly to exchange best practices, enhance their facilitation skills, and develop internal resources such as templates, training materials, and a video library. These resources were widely utilised by teams across the organisation, fostering a culture of OKR adoption and proficiency.
Drawing on my expertise in agile delivery and organisational development, I provided mentorship to Exscientia’s agile coaches and chief of staff to integrate OKRs into the portfolio governance framework. This involved establishing a structured cadence for setting, aligning, and reporting on OKRs throughout the organisation. By aligning agile delivery processes with overall corporate strategy and product management, we enhanced coordination and transparency across functional areas.
Conclusion
The successful implementation of OKRs at Exscientia has enabled the organisation to overcome challenges associated with rapid growth and complexity. By fostering alignment, accountability, and clarity of purpose, OKRs have facilitated more effective project management and strategic decision-making.
Moreover, the establishment of a network of OKR Ambassadors and integration of OKRs into portfolio governance processes have ensured the sustainability and scalability of this initiative.
Moving forward, Exscientia is well-positioned to continue leveraging OKRs as a key tool for driving innovation and achieving its mission of advancing drug discovery through AI and ML technologies.