Shell NewMotion

Shell NewMotion — a member of the Shell Group — was growing fast. As one of Europe’s leading EV charging networks, the business was scaling its teams and operations at pace, and that growth was creating a familiar problem: how do you keep everyone aligned on strategy when the organisation is changing underneath you?

The Extended Leadership team and those delivering on the ground needed a shared way to understand the business direction, take ownership of their part in it, and demonstrate progress. Equally, as part of the Shell Group, the business needed a credible, consistent way to communicate success upward to Shell HQ.

The challenge wasn’t just communication — it was creating a management system that could hold a growing organisation together without adding unnecessary complexity or bureaucracy.

We started at the top. Working with the C-Suite, we designed a Strategic Management framework built on the OKR methodology — one that could be deployed consistently across the whole organisation, from leadership down to individual teams.

We then worked directly with the executive team to help them set the organisation’s first OKRs. Getting the top-level OKRs right was critical: they needed to be genuinely ambitious, outcome-focused, and expressed in a way that teams could connect their own work to.

From there, we delivered company-wide training — covering how to use the OKR framework, how to write OKRs that actually measure progress, and simulation exercises that gave people confidence before working with real objectives.

The final and most important step was building internal capability that would outlast our involvement. We trained a group of OKR Coaches from within the organisation — people who volunteered to carry the programme forward and provide ongoing support to their peers. Twenty-four people came forward and completed the coaching training.