Duroshox · Strategy / Transformation
OKR, KPI & Agile Operating System
Connecting priorities, performance governance and cross-functional delivery.
Executive summary
KPI and OKR frameworks across 10+ teams, supported by Agile and Scrum adoption.
Context
The MD’s operating rhythm includes leadership review packs and quarterly OKR cycles. Performance frameworks were deployed across more than 10 teams.
Problem
Connect business priorities to team performance, leadership reviews and cross-functional implementation.
My role
I deployed KPI and OKR frameworks with Managing Point and Check Point governance, linked OKR scoring to appraisals and drove organisation-wide Agile and Scrum adoption.
Approach
- Deployed KPI and OKR frameworks with Managing Point and Check Point governance across 10+ teams, linking OKR scoring to appraisals.
- Built monthly and annual MD review packs, quarterly OKR cycles and leadership offsites.
- Drove organisation-wide Agile and Scrum adoption.
- Built a single-source-of-truth Power BI dashboard for leadership reviews.
Artefact
OKR · Make dispatch reliable
Owner: Function head
| Key result | Baseline → target | Score |
|---|---|---|
| On-time dispatch | 82% → 95% | 0.7 |
| Customer complaints / month | 14 → 6 | 0.5 |
| Plan adherence | 70% → 90% | 0.8 |
Leadership review dashboard
| Team | RAG status |
|---|---|
| Operations | ● On track |
| Finance | ● Watch |
| Purchase | ● Action needed |
| Sales | ● On track |
| People | ● Watch |
Operating cadence
- Weekly team huddles
- Monthly MD review
- Quarterly OKR cycle + leadership offsite
- Annual plan
1- and 3-year plans toward ₹10,000 Cr revenue by 2032 · planning ambition, not achieved revenue.
Outcome
25% efficiency and 35% productivity improvement, as tracked in team KPI reviews. Project delays reduced by up to 33%.
Tools used
- Power BI
- Miro
- Excel
- Agile / Scrum