PT
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Strategy that reaches
down to the job site
HM Engenharia · Camargo Corrêa Group
Clear strategy at the board level · disconnected execution in projects.
HM Engenharia, a Camargo Corrêa Group company, operated with well-defined financial targets at the corporate level. The problem was translating those targets into concrete actions for project teams and support areas. The distance between leadership's strategic vision and the operational reality of construction sites created a gap that was difficult to measure and even harder to close.
In large construction companies, this is a structural challenge: complex projects, multiple stakeholders, tight schedules and metrics dominated by financial results. Creating a management system that connects strategy and execution without creating additional bureaucracy is an exercise in precision.
The construction sector has an additional challenge: project team rotation. Teams form and dissolve by project. Maintaining strategic alignment in such an environment requires a lightweight system, fast to implement and easy to learn.
OKRs built from the inside out · with those who know the operation.
Outcomme's intervention started with diagnosis · not methodology. Before proposing any framework, existing management processes, meeting rituals, goals in use and the main alignment pain points between the board and project teams were mapped.
With that map in hand, OKR design was done in practical workshops with leadership. Each Objective went through an ambition and clarity test; each Key Result was validated for measurability and the teams' real degree of influence. The logic was bottom-up as much as top-down: project managers contributed KRs for their areas, creating ownership from the start.
The governance model was calibrated for HM's reality: quarterly reviews integrated with the existing planning cycle, quick monthly check-ins and a QBR cadence with leadership. No overhead. No mandatory new tool. No ceremony the operation couldn't sustain.
The program in images
The 4 workstreams
Strategic Diagnosis · Aligning vision and execution
The starting point was understanding how HM Engenharia translated its strategy into operational goals. Interviews with leadership revealed a common gap in large construction companies: clear financial targets at the top, but disconnection with execution at job sites and support areas. The structured diagnosis provided the foundation for an OKR system that spoke the language of engineering · concrete, measurable and connected to the operational reality.
OKR Design · Ambitious objectives with actionable KRs
OKR construction was done in practical workshops with leadership · not in isolated boardrooms. Each Objective was tested for ambition and clarity; each Key Result was validated for measurability and teams' real control over the outcome. The major challenge in construction is differentiating lagging indicators (result) from leading indicators (action) · and this was the central focus of the work.
Cascading · From board to project teams
OKRs were structured across multiple levels: HM Engenharia Organizational Objectives, Board OKRs and Project Team OKRs. The cascading was designed to respect the autonomy of project teams without losing strategic alignment. Each project manager left with their own OKRs, connected to the company's larger objective, with clarity on what would be reviewed at each quarterly cycle.
Governance & Cadence · Review meetings integrated with routine
The governance model was designed to fit into a construction company's heavy agenda. Quarterly cycles with simplified monthly reviews, 15-minute weekly check-ins per team and a quarterly QBR with all leadership. The cadence was integrated with existing meetings · without creating additional bureaucracy. The goal was for OKR to become part of management, not one more task.
- OKRs built with teams, not delivered ready-made by the board
- Measurable Key Results under the real control of those who execute them
- Cascading that respects project team autonomy
- Cadence integrated into existing routines · without creating unnecessary new meetings
- Clear distinction between outcome indicators and action indicators
- Lightweight enough to be sustained with team rotation
"What we valued most was the way the OKRs were built with our teams · not imposed from above. We reached a point where the project managers themselves understood what their Key Results were for and how they connected to the company's strategy. That's not trivial in a construction company with the operational complexity we have."
Your company has strategy.
It needs connected execution.
Diagnosis, OKR design, cascading and governance adapted to your operation · a management system that works in the real world, not just in strategic planning presentations.