Breaking Silos with Objectives and Key Results: A Case Study of a Multicultural Technology Company

Abstract

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This study explores the implementation of Objectives and Key Results (OKRs) in a multicultural IT solutions company operating in a remote work environment, with a specific focus on their effectiveness in breaking down silos and fostering collaboration. While OKRs are widely adopted to enhance alignment, transparency, and accountability, their impact on overcoming organizational silos in diverse and distributed teams remains underexamined. Using a qualitative case study approach, this research investigates the OKR adoption process, highlighting key challenges such as misalignment in goal-setting, inconsistent training, and limited cross-departmental visibility. Based on the findings, the study suggests that while OKRs improve individual accountability and provide structured goal-setting, they do not inherently dismantle silos. A bottom-up approach to OKR implementation resulted in fragmented objectives, reinforcing existing departmental boundaries rather than bridging them. Moreover, cultural diversity and remote work conditions had a minimal impact on OKR adoption compared to structural and leadership-related factors. The study also underscores the importance of leadership commitment, structured training, and transparent goal-setting in ensuring the successful implementation of OKRs. It provides practical insights for organizations looking to integrate OKRs effectively in multicultural and remote environments, emphasizing the need for strategic alignment, continuous engagement, and accessible tracking mechanisms. By addressing these factors, companies can maximize the potential of OKRs, not just as a performance management framework but also as a tool to enhance collaboration and organizational cohesion.