Backyard business turned into Million Dollar Brand:

Peter is the founder and CEO of a well-known Swiss organic soap brand.

He bootstrapped his business from his backyard and soon grew into a large company with loyal customers all across the United States.

Ambitious and aware of his business’s potential, Peter was not ready to settle for anything less than its full potential.

He convened with all team members from every department to come up with clear, visionary, yet realistic goals:

to make his company the leading brand in the organic soap niche.

However, as they started working on their goals, they realized that they didn’t have a good way to track their OKRs.

They were using a spreadsheet, but it was difficult to keep up-to-date.

Peter and his team faced the following hurdles:

1. The spreadsheet was difficult to maintain.
2. It was challenging to map company goals to departmental objectives.
3. There was no way to update the data automatically.

These limitations made it difficult for Peter and his team to track their progress and take necessary action to achieve the OKRs in time.

Peter’s team was using spreadsheets to manage OKRs.

As there is no way to track assigned OKRs to team members, there was a constant struggle to keep the team on track and consistently moving towards the execution of a company objective.

Like any other product-based company, Peter’s company was also standing on different pillars,

• Admin
• Operations
• Finance
• Marketing
• Commercial

Every Company OKR was related to a particular department or sometimes more than one department was required to work on a single objective.

If they create a single sheet to manage all the OKRs, it becomes a mess and if they segregate the objectives related to different departments in separate sheets, collaboration between departments becomes an issue.

Too much transparency or oversharing can also be a problem. The same thing happened with Peter and his team when they tried to manage all the OKRs collectively.

There was no distinction between departmental tasks, it started distracting teams from their tasks and made it difficult for them to keep their relevant OKRs updated.

We redefined the building blocks of OKRs, such as Objectives, KR, and initiatives.

This way, we successfully created separate management systems for company-level and department-level goals.

Here’s how we defined the OKRs:

• The objective will be the goal of the company and will be treated as the group name in the company’s OKR board.
• The key results related to an objective will act as the goal in the relevant department’s OKR board.

With our configured boards, Peter’s team was able to focus all of their effort on OKRs that were related to their department.

The objects related to a department were completely segregated from other departments, so teams were able to work at their own pace or prioritize their tasks by the due dates of the objective.

This allowed them to streamline their workflow and improve their productivity. As a result, they were able to achieve their goals more quickly and efficiently.

Manually tracking OKRs can be time-consuming and error-prone.

That’s why we selected Monday dashboards for Peter so he can track the progress efficiently.

Dashboards provide a visual representation of the data coming from the company board, making it easy to track the progress of each OKR.

With dashboards, Peter can now track different metrics, such as the status of key results, the number of tasks completed, and the percentage of the goal that has been achieved.

In addition to tracking the progress of individual OKRs, Monday dashboards enabled Peter to track department-wise progress.