Dr. Deepa Nagarajan on OKR implementation methodology, TRICEA© helped Organizations to complete multi-stage OKR success

Dr. Deepa Nagarajan, Founder and CEO of DEEPA NAGARAJAN LLP, is an award-winning OKR Consultant and Coach with over 29 years of experience in brand management, diversity management, and entrepreneurial skills. She is sought after by leading management institutes across the country and globe. Her acclaimed book on women leadership, titled "WOMEN ON BOARD," has garnered significant praise, and is currently engaged in writing several other books.
Dr. Nagarajan is the first and only consultant working on OKR Implementation for government departments, government bodies, and NGOs. Her approach to consultancy and ability to lead organizations through complex changes have earned recognition as a Phenomenal Woman Achiever at the World Congress of Women 2019.
Dr. Nagarajan's unique OKR implementation methodology, TRICEA©, has helped complete 55 multi-stage OKR implementations for startups to Fortune 500 companies across nine industries in four countries. She implemented OKR successfully in companies like Digit, ABB, Siemens, Volvo, etc…

Q. How OKRs (Objectives and Key Results) align with Organisations mission and vision. Could you tell us more about your journey as OKR’s Expert

Ans. Yes, the journey with OKRs has been fantastic. It wasn’t always pre-planned, but sometimes those unplanned journeys bring the best breaks. Transitioning from corporate roles in IT and diversity management to becoming an OKR consultant has been exciting and rewarding. As I said, OKRs have been around since the 1970s, but they really gained traction after Google’s success story. Now, they’re widely adopted, not just in IT but across industries like Disney, Tata Motors, and Reliance. The startup ecosystem in India, for instance, has been quick to embrace OKRs as a growth model, not just a goal-setting framework. OKRs (Objectives and Key Results) is the key to align Organisations mission and vision with real purpose.

Q. So, you’ve seen OKRs being misinterpreted or copied in many ways. What do you think sets your approach apart? What’s the uniqueness in your services?

Ans. Yes, many organizations adopt a “copy-paste” approach with OKRs, which impacts their success. My approach is different because I see OKRs as a growth model, not just a performance management system. I focus on helping businesses design OKRs tailored to their vision and strategic imperatives. It’s important to stop copying what worked for Google and instead create OKRs that align with an organization’s unique culture and goals. Every organization is different, and I bring in a blend of design thinking to customize their OKRs.

Q. In your experience, how do you think OKRs can help with employee engagement, and what strategies ensure transparency and inclusiveness in the OKR process?

Ans. True engagement goes beyond cultural days or offsites. It’s about giving employees visibility into how their work contributes to the organization’s growth. With OKRs, it becomes clear how individual goals align with the larger mission, which fosters real engagement. To make OKRs inclusive and transparent, it’s essential that they are not just set at the top level but trickle down to every employee, giving them a sense of ownership. I also emphasize designing OKRs that are specific to the organization’s needs, rather than using standard templates available on the internet.

Q. You mentioned earlier that OKRs work across different sectors. Does the implementation differ based on the sector, or is the process fairly standard?

Ans. The fundamentals of OKRs—objectives, key results, initiatives—remain the same across industries. However, the rigor and complexity vary depending on the sector. For example, in some industries, we can establish OKRs within two quarters, while in more complex organizations it might take seven to eight quarters. Every organization’s readiness for OKRs also differs, and we do a thorough assessment before implementation. Some are not ready for OKRs right away, and we recommend foundational changes before proceeding.

Q. AI is rapidly influencing all industries, how do you see it impacting OKR processes? Are there any tools you recommend?

Ans. AI can definitely play a role in enhancing the OKR process, but I caution against relying solely on generic tools. While we experimented with AI models like ChatGPT for insights on OKR settings, the recommendations were still quite generic. It’s critical to integrate AI with your specific business tool rather than using open-source models. That said, I don’t believe you need a tool to start implementing OKRs. It’s more about transforming organizational conversations. Some of the most successful OKR projects I’ve been part of have started with simple tools like Excel.

Q. So, you’re saying AI is more of an enabler, not a necessity. Can you tell us more about data analytics in OKR implementation?

Ans. Exactly! Data analytics are crucial for tracking progress and ensuring OKRs drive business outcomes. OKRs are a quarterly management system, and each quarter’s data informs the next. The tools you choose for OKRs must integrate seamlessly with your data analytics to provide actionable insights in real-time. But again, the tool is just an enabler; the narrative you build around your OKRs is what really matters.

Q. OKRs implementations in non-corporate entities like government departments and NGOs. What are the unique challenges there?

Ans. For government bodies, the biggest challenge is building a culture of commitment to outcomes. Leadership plays a crucial role in this. Similarly, in NGOs, the challenge lies in fundraising and creating OKRs that align with their strategies. Despite these challenges, once there’s leadership buy-in, the process can be extremely successful.

Such approaches to OKRs and the strategies I’ve shared provide a clear roadmap for any organization looking to achieve growth and alignment. I’m sure readers will find it incredibly valuable.

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