It’s nothing new that Sofascore’s main goal is constantly striving for improvement, both in advancing our application and in our business operations. In order to continue doing this even more successfully, this year we put our focus on some organizational changes, specifically the implementation of the OKR methodology.
Although the entire management team has been driving this change, significant support in the implementation was provided by the HR team. Our Senior HR Specialists Petra Belčić and Ana Matešić shared with us the key insights into the process, main benefits, and challenges.
Why did you decide to implement the OKR method in Sofascore?
We were looking for a simple methodology to help us continue developing our product and improving our business. The OKR methodology was the perfect choice because it is a goal-setting methodology that encourages focus on what’s important, aligns business goals, and ensures a high level of engagement and performance.
Let’s just look into the OKR meaning where we can find simple guidelines for setting goals:
OBJECTIVES: WHAT do we want to achieve?
KEY RESULTS: HOW will we measure our progress?
ACTIVITIES: What will we do to achieve the OKR? (projects, tasks, activities)
What are the main benefits of the OKR framework?
It focused our organization on important issues such as transparency, inter-team synchronization, and ambitious goal setting. However, nothing happens overnight, so we are still working hard to use the full potential of the OKR methodology.
What do you see as the main difference between OKR and KPI?
OKR vs. KPI is a common dilemma amongst companies, but they are not contradictory to each other. There are benefits to both goal-tracking methods. The following comparison may clarify the main differences:
| OKR | KPI |
| Direct the whole organization | Direct each employee’s day-to-day tasks |
| Set organization growth goals | Set employee or team-specific tasks |
| Focus on future achievement | Focus on current performance |
| Challenging and lofty | Obtainable and expected |
| Outline the organization’s aspirations | Outline the team’s daily operations |
Our main goal at the time was to create alignment between the company vision and team objectives. OKRs were the best way to drive business progress through inter-team synchronization.
How did you ensure that employees accept the OKR method in your organization?
We were aware that we should apply the principles of change management because that kind of implementation requires a certain change in employee mindset. That is why the implementation included several stages.
1. Choosing a tailored approach for our company (not going by the book at all costs)
2. Carefully planned education for OKR owners and employees
3. Preparation and workshops on how to use OKR template
4. Choosing a user-friendly OKR software that would secure faster everyday use and transparency
5. Continuous communication between top management and OKR owners for alignment between company vision, team objectives and key results
6. Continuous openness to employee suggestions on optimising the process for maximum effectiveness through quarterly feedback surveys and organized focus groups.
What have been the main challenges you have faced so far?
All of the above may sound very simple, but this does not necessarily mean that the process runs smoothly.
Throughout this first year of implementation, the main challenges were how to truly encourage more frequent communication and collaboration among teams. Step by step, more shared goals are being set, and teams are increasingly recognizing how each one can contribute from their own area to achieving these goals. This is an aspect that we will continue to focus on in the future.
Furthermore, we faced the challenge of shifting the mindset from focusing on completing activities and thinking about the effort we invested, to tracking measurable results and the real impact they have on the business. Therefore, we provided various additional materials and examples of measurable goals as well as continuous feedback in the planning period. At meetings you could often hear the question: “How does this goal really contribute to the business?”. So far, we are more and more satisfied with the change we are noticing.
Finally, we are still learning how to connect the vision and quarterly goals even more concretely, so OKR owners could have a clearer picture of how to direct resources to the main focuses during the quarter and the whole year.
What would you say is the magic formula of success when talking about OKRs?
To really use the full potential of the OKR methodology it is crucial not to give up at first obstacles, because they are a natural part of implementation. Furthermore, it is important to be flexible and always optimize the process. At the same time listen and acknowledge the feedback from all the participants (both management and individual contributors).