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OKR Transformation
Grupo NC · EMS Pharma
OKRs deployed, JIRA configured · and only 4% real engagement.
EMS Pharma wasn't starting from scratch. There was a structure in place, a tool configured in JIRA, a process initiated · and none of it was actually working. In the field, sales reps updated the system "just to get it off the to-do list." Leadership discussed projects in meetings instead of results. The operation's most important metric · medical prescription · arrived with a 45 to 90-day delay.
The field force was qualified and critical: they wouldn't accept anything without seeing the point. The culture inherited from the Falconi model created resistance to the new. And senior management demanded results without providing the necessary support for adoption. The form was there, but not the substance.
The operation involved was national in scale: 25 Business Managers, 180 District Managers, 214 sales reps, 30 staffing professionals and teams from Marketing, Demand Management and Saúde Diversia · from N1 (directors) to N5 (field representatives).
Listen before prescribing · diagnosis, playbook and transformation in 4 phases.
Outcomme's intervention followed a clear logic: no solution was proposed before the diagnosis was complete. There were 17 structured individual interviews with leaders at all levels, following a System Thinking script to understand motivators, pain points, resistance and management cadences.
The 149 barriers identified were categorized and quantified · revealing that 42% of the pain points were cultural and political in nature, not technical. This guided all subsequent decisions: a customized Playbook with the OKR Commandments for EMS, a governance model integrated with existing cadences, market benchmarks as a cultural change argument and a training program for 215 people with OKR Guardian certification.
The starting point was 4% engagement. The delivery was a management system with diagnosis, governance, trained people and a 1-year evolution roadmap · the real conditions to transform that number.
The transformation in images
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The 4 phases of the transformation
Strategic Assessment · 17 interviews, 149 barriers
Before proposing any solution, 17 individual interviews were conducted with leaders at all levels · from Marketing to National Managers. The 149 barriers identified were categorized into 4 pillars: cultural transformation (42%), KPI quality (27%), prioritization (25%) and governance (6%). No solution was prescribed without a complete diagnosis.
OKR Roadshow · Custom playbook for EMS
With the diagnosis in hand, an exclusive "To Be" Playbook was built: resistance mapping with mitigation strategies, OKR Commandments for EMS, explicit policies, integrated cadence strategy aligned with existing N meetings, JIRA redesign and internal engagement plan. Nothing generic · everything built with EMS language and culture.
Governance Model and Change Management
A complete governance model was designed: QBR cadences integrated with N meetings, differentiation between "run the business" and "grow the business" OKRs, WIP limits for projects, OKR Steering Committee strategy and benchmarks from 5 companies with consolidated maturity (Banco Neon, RankmyApp, Stefanini, Vivo/Oi and HM/Camargo Correa).
Training Program · 215 people certified
Structured in cohorts of 20 participants, the program trained 215 professionals with OKR Guardian certification through Brasil Open Badges · practical emphasis, OKR Challenge Game and real OKR writing. In parallel, the OKR Culture Guardian Strategy was created: internal agents responsible for maintaining the quality and transparency of the process within the organization.
- Drive collective intelligence and innovation in goal creation and progress
- Promote meritocracy in a simple and pragmatic way
- Increase transparency levels across the organization
- Minimize top-down cascading and encourage co-creation with autonomy and responsibility
- Bring a quantitative bias to progress · data that qualifies performance without relational bias
- Integrate OKR into daily routine as a management system, not as an additional task
"What surprised me most was the depth of the diagnostic. We knew there was resistance, but we didn't have clarity on where it came from and why. The individual interviews brought to light what the operation experienced day-to-day · and the Playbook that was built from that spoke our language. It was no longer a textbook methodology: it was our reality, with our challenges and our next steps."
The programs that are part of this journey
The training of 215 EMS professionals was a stage within a broader consulting engagement · diagnosis, governance and cultural transformation. Outcomme's open programs follow the same path and are available for any organization that wants to develop their leadership in OKRs.
OKR Bootcamp
Exponential Professional
The foundation for teams and leaders who are starting with OKRs or want to correct course. Covers the management system, the distinction between goals and results, and writing OKRs connected to the organization's real strategy.
View program →OKR Bootcamp
Exponential Performance
For leaders who already understand OKRs and need to master governance, cadences and integration with the organization's decision-making systems · exactly what was built with EMS.
View program →
Your organization has OKRs
that never leave the paper?
Diagnosis, custom playbook, governance and training · a complete program designed for your company's real context, from the field to the board.