OKR Consulting
Your strategy exists. Your execution doesn’t reflect it.
For organisations where OKRs are already running but not creating real strategic signal — or where the gap between strategy and execution is a structural problem that no framework has closed yet.
We diagnose what is actually broken, design the system to close it, and build the capability so you can run it without us.
Trusted by teams at
Who we work with
The strategy–execution gap is not industry-specific. We have worked across financial services, technology, the public sector, and beyond.
Technology & SaaS
Fast-moving product teams aligning engineering, product and commercial goals.
Financial Services
Banks, insurers and fintechs navigating complex strategy execution at scale.
Not-for-profit & Charities
Mission-driven organisations using OKRs to maximise impact with limited resource.
Government & Public Sector
Departments and agencies bringing structured goal-setting to public service.
Retail & Consumer
Retailers and consumer brands connecting commercial goals to team delivery.
Healthcare
NHS trusts and private healthcare organisations aligning clinical and operational goals.
Is this you?
Six signs you are in the right place
These are the patterns we see most often — across industries, organisation sizes, and OKR maturity levels. If several of these sound familiar, consulting is almost certainly the right conversation to have.
OKRs are technically running. Nothing feels connected.
Objectives are written. Check-ins happen. Scores get submitted. But leaders ignore OKRs in real conversations and teams have learned to game the scoring.
The leadership team interprets the strategy differently at every level.
The strategy deck looks aligned. The execution doesn't. Each business unit is pulling in a subtly different direction — and nobody has named it yet.
Too many priorities. Nothing is really the priority.
Budget spreads thinly across disconnected initiatives. Teams are busy. There is no clear sense of what would constitute success for the organisation this quarter.
You are choosing between strategic frameworks and want an honest view.
Play to Win, OKRs, Balanced Scorecard, Hoshin Kanri — you have heard the arguments for each. You want an experienced view of what is right for your specific situation, not an evangelist.
The reports look fine. The results are not following.
The data you receive has been shaped before it reaches you — filtered, softened, reframed. You are making strategic decisions based on a version of reality you cannot fully trust.
A new strategy landed. The operating model has not caught up.
The strategic intent is clear. But the way teams are organised, how decisions are made, and what gets measured still reflects the old model — not the direction you are trying to move in.
The underlying problem
The gap between strategy and execution is a design problem.
Senior leaders lack honest instrumentation. They cannot see what is actually happening at ground level. Data gets watered down as it moves up the chain — filtered, softened, reframed to protect.
Teams have learned to manage upward rather than report honestly. Decisions get made on a version of reality shaped by the very system trying to be led. That is the strategy chasm — and it is a design problem, not a people problem.
“Let’s build the operating system that closes it.”
How signal degrades
How we engage
Three ways consulting works in practice
Every engagement starts with a Clarity phase — an honest diagnosis of where you actually are. What follows depends on what we find.
OKR Evolution
For the Fixer
OKRs are running. Something is wrong. You need an honest diagnosis before you redesign anything.
- Structured audit of your existing OKR practice
- Quality review of current OKRs across teams
- Cycle rhythm and governance assessment
- Root cause analysis — not surface fixes
- Redesign of what is broken, preservation of what is working
- Capability development so you can maintain it
The aim
A diagnosed, redesigned OKR practice — and an internal team that can run it.
Strategy-to-Execution
For the Strategist and the Decider
You have a strategy — or you are choosing between frameworks. You need OKRs to work as the execution layer beneath the strategic choices you make.
- Strategic framework alignment — Play to Win, Hoshin Kanri, Balanced Scorecard, or hybrid
- Honest assessment of which framework fits your context
- OKR design that operationalises your strategic choices
- Cascade from strategic intent to team-level execution
- Operating model design to close the strategy–execution gap
- Leadership alignment sessions before any execution begins
The aim
Strategic choices translated into coordinated organisational execution.
Transformation-Level
For the Transformation Sponsor
The system is broken. You have accountability for fixing it. An internal fix has already been tried and it did not work.
- Operating model diagnosis and redesign
- Embedded advisory across the full transformation
- Delivery infrastructure that generates honest signal
- Portfolio-level OKR architecture and governance
- Leadership team alignment and accountability design
- Structured capability transfer — not permanent dependency
The aim
An operating system the organisation can run without external support.
Not sure which engagement is right?
A 30-minute discovery call will make it clear — no commitment required.
The people behind the work
You are not hiring a methodology. You are hiring practitioners.
Every consultant in our team has run OKR cycles, coached leadership teams through hard conversations, and troubleshot rollouts that stalled. We don’t teach from a textbook.
Strategic frameworks
OKRs work as the execution layer beneath any strategic framework.
OKRs are not a strategy. They are the mechanism that connects strategic choices to coordinated organisational execution. We work across the frameworks leadership teams use to make those choices — and we design the OKR model to operationalise them.
Playing to Win
Roger Martin & A.G. Lafley
A strategic choice framework built around two questions: where will you compete, and how will you win. Produces clear strategic logic before execution begins.
Hoshin Kanri
Toyota Production System
A Japanese policy deployment methodology that aligns organisational activity around a small number of breakthrough objectives, using a structured X-matrix to cascade from corporate intent to individual contribution.
Balanced Scorecard
Kaplan & Norton
A performance management framework that balances financial and non-financial measures across four perspectives: financial, customer, internal process, and learning and growth.
Strategic Execution Advisory
Define where to play. Decide how to win.
Before OKRs can align execution, leadership teams need to agree on the strategic choices that execution is meant to serve. Our Playing to Win advisory helps leadership teams make those choices — and build the operating model that delivers them.
How an engagement works
Clarity. Architecture. Momentum.
Every consulting engagement — regardless of its starting point or scope — moves through three phases. The pace, depth and shape of each phase depends on what we find in the one before it.
Clarity
Before anything is redesigned, we need to understand two things: where the organisation genuinely wants to be, and what is actually happening right now. Not the reported version — the real one. This phase installs honest visibility: the right signals, the right questions, the right measures. It surfaces the true gap between strategic ambition and current reality.
- OKR maturity assessment and cycle audit
- Leadership and team interviews
- Operating rhythm and review cadence review
- Honest gap analysis — current state vs. desired state
Output
A clear, shared picture of what is working, what is broken, and where the highest-leverage changes are
Architecture
Once we know the real gap, we design the system to close it. This is not a framework imported from a book — it is an operating model designed for this organisation, at this stage, with these people. We replace the inherited structures that created the problem with deliberate design: how decisions get made, how strategy connects to execution, and how teams generate honest signal rather than managed output.
- Framework design or redesign
- Cascade model and accountability structure
- Operating rhythm and governance model
- Cycle design — length, cadence, review formats
Output
An operating model built to close the strategy–execution gap
Momentum
The measure of a successful engagement is not that the organisation can follow the system we built — it is that they can improve it. This phase installs fast feedback mechanisms, builds internal capability, and transfers ownership. The engagement ends when the organisation has momentum of its own: the system is generating its own learning, the capability is internalised, and the dependency on external support is designed away.
- OKR Champion coaching and capability development
- Cycle facilitation and retrospective support
- Quality benchmarking across cycles
- Handover planning and internal ownership transfer
Output
Self-sustaining OKR practice — an organisation that does not need us to keep going
What is included
What you get from a consulting engagement
Every engagement is scoped to your organisation’s needs. These are the core activities and outputs you can expect across the partnership.
Diagnosis & Strategy
- OKR maturity assessment and audit
- Root cause analysis and diagnostic report
- Strategic framework assessment and recommendation
- Gap analysis — current state vs. desired outcome
Design & Architecture
- OKR framework design or redesign
- Cascade model and accountability structure
- Operating rhythm and governance model
- OKR quality criteria and scoring rubric
Facilitation & Coaching
- Quarterly planning and retrospective facilitation
- Leadership alignment sessions
- OKR Champion coaching programme
- 1-to-1 support for senior leaders
Capability & Handover
- Updated OKR playbook per engagement
- Internal facilitator training
- Tooling and reporting setup
- Structured ownership transfer plan
Important distinction
This is not OKR Implementation.
If you are launching OKRs for the first time — starting from scratch with no existing framework — OKR Implementation is the right engagement. It is a time-bound project designed to get your first cycle live and working.
Consulting is for what comes after — or for situations where the problem is bigger than a rollout. When OKRs are already running but not working. When the strategic framework needs thinking through before execution begins. When the operating model is what needs to change.
See OKR Implementation →Common questions
Questions about OKR consulting
What is the difference between Consulting and Implementation?
We don't have OKRs yet. Can we still engage for consulting?
How long does a consulting engagement typically last?
We already have an internal OKR Champion. Can you work alongside them?
Do you work with a specific strategic framework, or are you framework-agnostic?
What if our OKRs are a complete mess? Is it worth consulting or should we start from scratch?
How much time will our leadership team need to invest?
Do you work remotely or on-site?
Ready to close the gap?
A 30-minute call to understand your situation. We will tell you whether consulting is the right fit, which engagement type makes sense, and what working together would look like. No obligation.