Leading by example: a conversation with Lulu Hoza — part 1 (of 2)
Author’s note (8/20): Hello, we’re moving most of our articles to our website. Our articles — including this one — and brand new materials can be found there. Click here to read the article in its entirety. Thank you!
Our OKR journey in Product Narrative began in 2019, where we struck a partnership with Midtrans (now a family of Gojek). It was certainly a privilege for us to be working with the company that is crucial in shaping and influencing the landscape of payment infrastructure for e-commerce in Indonesia.
The idea was to introduce OKR as part of the execution discipline in Midtrans. This was a chance to elevate what had been running so well to the next level; a form of continuous improvement that is a part of Midtrans’ values. The leaders were receptive to the idea even though we introduced something that would easily disrupt their already established process or way of working. We believe their openness and commitment played a significant part in maintaining a sustainable and scalable OKR adoption in Midtrans.
Soon the OKR seeds were planted: multiple workshops were held and the narrative was communicated to explain the purpose and goal of this implementation. From casual conversations in the hallway to actually being a part of daily vocabulary; from a suggestion thrown in a meeting to actually being a meeting on its own, it wasn’t long before OKR started to take roots in Midtrans.
As much preparation as we did, this wouldn’t have happened if the Midtrans’ leaders hadn’t been supportive. The credit goes to them: they are the ones that introduce, implement, and maintain the OKR practice in their respective teams. They are the fundamental pillars; in which the successful OKR adoption was built.
So, how exactly did they do it: leading their team to embrace the OKR concept and maintain — and even improve — the practice ever since?
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