Team OKRs in Action

OKRs have become a popular way to connect strategy with execution in large organizations. But when they are set in a top‑down cascade, they often lose their meaning. Teams receive objectives they didn’t help create, and the result is weak commitment and little real change. Paulo Caroli describes how high‑performing teams can work in another way. They define their own objectives in an organization that uses a collaborative process to align the team’s OKRs with the broader strategy. With these Team OKRs in place, they create a shared purpose and become the base for a regular cycle of planning, check‑ins, and retrospectives.

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