OKR Roll-Out in the “Planning and Consulting” Division of dena
Strategy
Strategic alignment and agile goal setting for around 80 employees. Growth and complexity require clear goals and flexible structures. The “Planning and Consulting” division of dena has introduced OKRs—a goal system that strengthens strategic orientation and agile collaboration.
The Assignment
On behalf of the German Energy Agency (dena), we supported the “Planning and Consulting” division within the “Climate-Neutral Buildings” cluster in implementing the Objectives & Key Results (OKR) methodology. The division, with around 80 employees across ten teams, is responsible for key funding projects such as the Energy Efficiency Experts List, iSFP, and quality assurance within the BEG program. The goal was to sharpen strategic objectives, concretize the division’s vision, and establish a binding, agile goal system within the matrix structure using OKRs.
Our Approach
1. Vision & Goal Refinement
Together with division leadership, we refined the vision and translated it into strategic goals—as a foundation for all OKR cycles.
2. OKR Implementation in a Matrix Structure
The OKR methodology was adapted to the agile organization: top-down goals were aligned with team-based bottom-up results.
3. Support & Coaching of OKR Cycles
We supported the planning and execution of the initial cycles, facilitated goal-setting sessions, and coached teams in establishing effective OKR processes.
4. Integration into Daily Work
The methodology was embedded into existing meeting and management formats and continuously refined.
The Result
The OKR methodology is now established within the division. Employees work in cycles with clear goals and visible impact. Strategic alignment, prioritization, and collaboration have been strengthened—aligned with the agile matrix organization.
- Methodological introduction & process design
- Facilitation of vision and goal development
- Support for OKR cycles and team coaching
- Consulting on integration into existing structures
