CELO’s Journey with Profit.co: Overcoming Focus, Alignment, and Communication Challenges through OKRs

In this insightful case study, we dive into the transformative journey of Grupo CELO, a leader in high-precision fixing and fastening solutions, under the guidance of Sonia Ridao, their dynamic Corporate HR Manager/Talent and Change Management. Based in Barcelona, with a global footprint across Europe, Asia, and America, CELO combines its rich family business heritage with innovative excellence. Our fireside chat, hosted by Senthil Rajagopalan, COO of Profit.co, uncovers how CELO, through Sonia’s strategic leadership, has been navigating the challenges of a multi-national operation.

Sonia Ridao, spearheading CELO’s global HR department, has led major organizational initiatives. Sonia’s expertise in succession management, organizational development, and crafting compensation and benefits policies align with CELO’s ethos of continuous improvement and innovation.

Sonia’s approach to HR mirrored CELO’s commitment to innovation, deep industry know-how, and focus on continuous improvement. By collaborating with Profit.co, Sonia aims to leverage their OKR solutions to streamline global policies, enhance leadership training, and foster a culture of operational excellence and efficiency for their 500-strong employees. The conversation promises to shed light on the tangible benefits and challenges encountered, providing valuable insights into the power of structured goal-setting and strategic alignment in a complex, international business environment.

Join us as we uncover the transformative story of Grupo CELO and Sonia Ridao’s visionary leadership.

Could you share some insights into the background of OKRs at CELO? How did the idea originate, and who was instrumental in bringing it into the organization? What motivated the adoption of OKRs at CELO?

Sonia, “Yes, absolutely. Everything began when we were primarily working with KPIs, which is quite common in our industry, especially since we work a lot with the automotive sector. This necessitated us to adhere strictly to various audits and similar processes. We’ve always been accustomed to following KPIs. However, there came a point where we started questioning how we could grow further and develop the company to reach the next level. We realized that we needed to move beyond just following KPIs and start challenging our people to define better performance appraisals.

We recognized we had numerous challenges to address, and one of the first steps we took was to analyze our culture. We conducted a detailed survey to understand our current organizational
culture and to identify what our employees perceived as the desired culture. One of the key findings from the cultural assessment was that our employees were seeking more focus, better communication, and greater alignment. This feedback was crucial for us; it made us realize that we needed to find a tool or methodology that could address these issues effectively.

That’s when we started exploring deeper into the OKR methodology. We had heard about it and knew it could potentially be beneficial for our company. The idea was to find a methodology that could help us cultivate the new culture we aspired to and propel the company forward. So, in essence, that was the trigger that led us to explore how OKRs could be effectively implemented in our company and assist in achieving the alignment, communication, and focus that our team desired.”

Did the executive team collectively decide to implement OKRs, and were you, Sonia, instrumental in proposing this approach?

Sonia replied, “Yes, adopting OKRs was a decision made together by the executive team. After reviewing our cultural assessment results and challenges, I suggested exploring OKRs, influenced by my experience with Agile methodologies. It was my proposal, but the entire executive team agreed to it as our strategy for enhancing communication, focus, and alignment.”

After getting buy-in from the executive team for OKRs, did you initially practice OKRs without a tool, or did you explore OKR software for implementation?

Sonia explained, “We began by acknowledging that OKRs could be a great fit for us, and started exploring how to implement them effectively. Initially, we considered simpler methods, like using Excel, but we quickly realized that if we wanted to integrate OKRs throughout the company, we needed something more robust, given all the available technology and tools.”

How did you come across Profit.co in this process?

In our search for the right tool, we also experimented with platforms like Asana and Jira with Confluence, which had goal-setting functionalities. During this exploration, we discovered Profit.co. Sonia also added, “I remember reaching out to you, and the response from Profit.co was impressively prompt and resourceful. This stood out to us; the wealth of resources and information about OKRs available on Profit.co was truly remarkable. It showed a deep understanding and commitment to the OKR methodology.”

She further explained, “We did experiment with some goal-setting features in Confluence as well, but soon realized that what Profit.co offered was exactly what we were looking for. The idea of just using Excel or a basic tool didn’t seem practical for our needs. As soon as we saw everything Profit.co was offering, from the resources to the platform itself, we were convinced that it was the right choice for us. Profit.co appeared not just as a tool, but as a comprehensive platform that understood and catered to our OKR needs.”

Once you chose the OKR tool and implemented OKRs at CELO, how did you prepare the team? Were roles and responsibilities defined, and how was the communication about the OKR project managed internally? Who led this initiative?

Sonia said, “As the HR head, I took the lead in managing the OKR project. My role involved outlining the project scope and coordinating closely with Profit.co. The first crucial step was training. We identified key personnel crucial for pushing the project.”

This involved two types of training:

1. Aimed at those needing a comprehensive understanding of OKRs and their implementation, and

2. Focused on the methodology of OKRs for broader awareness.

Sonia added, “The initial Training Group was about 25-30 people who underwent the initial training, laying the foundation for broader organizational understanding. Post-training, there was a noticeable change in comfort levels regarding OKRs. The real challenge surfaced in applying theory to practice. This required ongoing support and sessions with Profit.co consultants to help with OKR definition and application. This strategic approach ensured a smooth transition to OKR methodology, supporting our team to a more confident and competent system application.”

Can you share your experience with Profit.co’s software implementation?

Sonia added with excitement, “Absolutely, the software implementation with Profit.co was the easiest part of our OKR journey. It’s incredibly user-friendly. Before deciding, I personally tested it by creating a user account. I found it intuitive, straightforward, simple to use and navigate.”

The platform offers various options to create OKRs, which is very helpful. The step-by-step process is particularly useful. It guides you through each stage, making it clearer, especially for differentiating between KPIs and Key Results. This approach is great for those new to OKRs, as it provides clarity and enhances understanding of the methodology.

The follow-up feature is also a significant advantage. Setting reminders for weekly follow-ups helps in maintaining consistency and understanding the entire OKR process. Overall, the Profit.co platform has been instrumental in helping us implement and comprehend the OKR methodology effectively.

How have you structured the OKR timeline at CELO? Do you follow an annual or quarterly approach, and how has this impacted your goal management and review process?

Sonia explained, We initiated with an annual approach for setting our OKRs at CELO, but we’ve adopted a practice of reviewing them quarterly. This hybrid approach allows us to be more dynamic and responsive.

In the past, we would set yearly goals and often, mid-year, we’d find certain goals unachievable. These would linger without clear direction. But with quarterly reviews, we now have the flexibility to address issues more promptly.

The methodology, supported by the Profit.co platform, encourages us to regularly reevaluate our goals each quarter. It prompts us to consider what adjustments are needed, what different actions we might take, or how to overcome obstacles that are hindering our progress.

This approach has been significantly helpful. It’s not just about setting OKRs annually; it’s about continuously tracking and adjusting our path. We can make informed decisions and take timely actions based on our quarterly reviews. So far, we’ve completed several quarters with this system, and it’s been instrumental in keeping us on track and moving in the right direction.

Could you share the overall experience and feedback of people at CELO regarding the implementation of the OKR framework?

Sonia was quick to reply, The majority of the feedback is extremely positive.

Many have expressed

1. Improved Communication Across Departments:

• OKRs have notably enhanced inter-departmental communication.
• Managers report better clarity in objectives, reducing contradictions between departments.

2. Increased Transparency:

• There’s a clearer understanding of departmental goals.
• This transparency has been well-received, fostering enthusiasm for better alignment.

Sonia said, “Overall, the impact of OKRs has been very positive. They have encouraged greater communication, transparency, and an eagerness to continue improving the process. The framework has brought about a positive shift in our organizational culture and work mentality.”

How has your experience been as the OKR Lead at CELO?

Sonia answered, “As the lead for this initiative, my experience has been quite fulfilling. Partnering with Profit.co has provided solid support. We’ve maintained regular weekly meetings throughout the year, which extended beyond our initial plan. This consistent support has been crucial, especially when encountering resistance or challenges in changing methodologies and mentalities.

The platform’s user-friendliness has been a key factor in easing the adoption process. Looking forward, our goal is to implement OKRs across as much of the organization as possible. During our journey, we’ve requested customized reports and specific features from Profit.co, and they’ve been responsive and accommodating to all our needs, making my job much easier and more effective.”

What specific feedback do you have on the Profit.co software itself, and how has it impacted your goals for digitalization, transformation, focus, alignment, and cultural shift at CELO?

Sonia’s responded, “The experience with Profit.co’s software has been very positive. Whenever we’ve had requests or needed changes, the Profit.co team has been responsive and solution-oriented. The platform is versatile, allowing us to do most of what we envision. If something isn’t immediately possible, the team actively seeks a solution. We are firmly on the path to achieving our goals of digitalization, transformation, and cultural elevation. Profit.co is playing a significant role in this journey, especially in terms of providing data and transforming it into actionable knowledge. The platform is aiding us in understanding the company’s performance more deeply.”

What is the current frequency of check-ins at CELO using the OKR framework, and are there any plans to modify this frequency?

Sonia replied, “Currently, monthly check-ins align with our regular meetings. However, we recognize the need to increase this frequency. We’re creating a framework within the OKR methodology to recommend more frequent check-ins, ideally every week or at least bi-weekly. This is part of our ongoing strategy to enhance our use of OKRs and further integrate them into our operations.”

Have you noticed any measurable improvements in productivity or time-saving since implementing OKRs at CELO?

Sonia replied, Certainly, there have been observable changes. A key observation is the increased communication among team members and an enhanced awareness of their achievements or areas they must focus on. We’re at a stage where realizations are becoming more concrete. In about six months, we aim to start measuring performance more tangibly.

What is CELO’s approach to integrating OKRs with employee performance management, particularly from an HR perspective, and how are you planning to use the Profit.co platform for this integration?

Sonia clarified, “Our approach to OKRs and employee performance management at CELO, especially from an HR perspective, is evolving. We’ve already decided to integrate performance appraisals into the Profit.co system. We have a competency evaluation model in place, which we plan to incorporate into Profit.co. Our goal is to align individual OKRs with these evaluations. The aim is to have everyone at CELO engaging with OKRs, and these personal OKRs could become a component of individual performance evaluations alongside the broader OKR assessments. We’ve already started implementing this by integrating our competency model into the Profit.co platform.”

If someone is embarking on their OKR journey, based on your CELO experience, what advice would you give them?

First and foremost, I’d recommend not getting overwhelmed by the desire for absolute clarity or too much information right at the start. It’s crucial to take the leap and begin your journey with OKRs. Even if you don’t have a complete understanding initially, jumping in is key.