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OKRs at startup
speed
BracePharma · EMS Innovation
Strategic ambition clearly defined · management system to execute it, none.
BracePharma is the innovation arm of EMS · one of Brazil's largest pharmaceutical companies. Created with a "beyond the pill" company DNA, it was conceived to operate with speed, results focus and agile culture in contrast to the traditional model of the parent company.
In January 2022, the Objective was declared in an inspiring way: "Put the enterprise at the speed of light." The Key Results were concrete: reach 10% of demand results via innovation projects, have 60% of the client panel activating a minimum of 10 patients per month in the Care Journeys, and generate at least R$ 33.3 million from innovation.
The problem was the gap between ambition and operations. Without a management system connecting strategy and execution, the risk was real: many initiatives, little tangible result · the classic "lots of starting, little finishing." Innovation teams inside large pharmaceutical companies frequently get lost between two worlds: the governance demands of the parent company and the need for speed and iteration.
Integrate OKRs with agility · connect strategy to the field in real time.
Three factors made the challenge particularly complex. First, the cultural hybrid: honoring the connection with EMS (governance, PMB demand metrics) while operating with an agile mindset. This requires a system that is simultaneously robust and flexible · OKRs alone aren't enough.
Second, multiple roles and interfaces: the Care Journeys involve at least eight profiles operating in cadence · Agile Master, Product Owner, UX Researcher, KAM, MSL, Digital Relationship, National Demand and support areas. Aligning all these roles in a single execution rhythm is a real governance challenge.
Third, innovation metrics are inherently difficult: the delay between action and result (medical prescription) can exceed 45 days. Creating KRs that are ambitious, measurable and actionable within this context requires technical capability and methodological clarity.
The program in images
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The 4 phases of the transformation
Inaugural Training · 12 hours, 21 certified
In January 2022, 21 professionals went through a practical 12-hour program spread over 3 evenings: immersion with the OKR Challenge Game®, structured OKR writing practice and rounds of discussion about real adoption barriers. Everyone left certified as OKR Guardians via Brasil Open Badges · with real OKRs written, not just concept slides.
Hybrid Operating Model · OKR + Scrum
The key differentiator was integrating OKRs with Scrum into a single management system. Each Care Journey operates with monthly Sprint cycles, Daily Scrum, Sprint Planning (Parts 1 and 2), Sprint Review and Sprint Retrospective. OKRs give direction · Sprints give velocity. KRs guide backlogs; Sprints deliver results; Retrospectives review learning.
3-Tier OKR Architecture
The cascading was structured into three layers with dedicated OKR Boards: Organizational OKRs (BracePharma strategic alignment), Journey OKRs (objectives for each delivery cell) and Functional Centers OKRs (support areas). Annual cadence with 4 quarterly cycles × 3 monthly Sprints × 2 Review/Retro days · a clear and predictable management calendar.
Technology Integration · Jira connected to CRM
The model was anchored in an integrated tech stack: Jira functions as the OKR Board and backlog manager via Kanban Board · the sales force derives backlogs into activities that feed the CRM directly. This closed the loop between strategy (OKRs) and execution (field tasks) · eliminating the disconnection that is the biggest problem in OKR adoption at large companies.
- KR1: Reach the PMB demand target in December/22
- KR2: 60% of the panel activating a minimum of 10 patients/month in the Care Journeys
- KR3: R$ 33.3M from innovation projects (10% of the aspirational)
- KR1: 10% of demand results from innovation projects
- KR2: +15% productivity from commercial innovation projects
- KR3: Agile management model implemented and stabilized in 3 Journeys
"We didn't want another methodology training. We wanted a management system that respected who we are · a company that needs to deliver real innovation, at startup speed, inside a large pharmaceutical company. What was built here connected OKRs with Scrum in a way that made sense for our day-to-day. We left the room with OKRs written, roles defined and a management calendar for the whole year."
Your innovation unit
needs a management system.
OKRs integrated with agile methodologies, defined roles, structured cadences and connected technology · a complete model designed for those who need startup speed inside a large organization.