This is the second episode in a series of "Real-OKR Implementation" stories that I hope you find super-useful.

When organizations adopt OKRs, the early excitement is usually high. Executives align around strategy. Teams draft, refine, and publish their OKRs. 

Then comes the hard part:

One of the clearest examples of how to scale OKRs the right way comes from Zalando, Europe’s leading online fashion platform for women, men, and children, founded in 2008 in Berlin.

Their journey illustrates why scaling OKRs isn’t about better templates or better software. It’s about building internal capability.

And that insight ultimately shaped what we now offer at OKRs.com as the OKR Expert Workshop, our Train-the-Trainer (TTT) program.

Zalando began using OKRs within a single department with roughly 80 employees, Brand Solutions, before rolling them out more broadly across the company.

Like many fast-growing organizations, they wanted:

They adopted a version of the Google model which was super-popular when they first got started with OKRs which features:

That last decision was critical. By keeping OKRs separate from compensation, they protected stretch thinking and avoided sandbagging.

The pilot phase allowed teams to learn:

But after the pilot, a major challenge emerged. While it is easy for most teams to draft objectives, coaching people to develop measurable and impactful KRs that represent achievement of their objective at scale is quite a challenge.

As OKRs expanded beyond the initial department, Zalando recognized that central oversight wouldn’t scale. Reviewing every OKR from the top would create bottlenecks and slow execution. Instead, they invested in building in-house OKR expertise. They invited Ben Lamorte to develop a program to create internal OKR coaches so that they could embed OKR expertise throughout their organization. We co-developed a workshop to effectively train OKR coaches with Zalando.

Managers and selected team members (often agile coaches and HR business partners) were trained to:

This approach laid the foundation for what became known as the OKR Expert Workshop, and later evolved into a formal Train-the-Trainer (TTT) model.

The lesson learned from our work with Zalando is obvious: if you want OKRs to scale, you must build internal capacity to support and sustain the OKR program.

A small group of trained OKR facilitators can sustain quality across hundreds or thousands of employees. Without that layer, OKRs often degrade into:

The OKR Expert Workshop, which we now call our Train-the-Trainer program, goes far beyond theory.

Participants practice:

The goal is distributed capability and when done well, OKRs become a shared operating language, not a compliance exercise.

One of the most powerful scaling mechanisms Zalando implemented was an “alignment week” at the beginning of each quarter.

Instead of hoping cross-functional conversations would happen organically, they designed time for them.

During alignment week:

This simple structural choice prevented downstream conflict and strengthened shared ownership.

Alignment isn’t accidental. It must be designed, or “embedded into every element of your OKRs program” (See the 6th OKR mantra)

Zalando reinforced transparency through:

Transparency created:

When OKRs are visible, alignment improves naturally.

Interestingly, Zalando operated successfully for an extended period using simple Google Docs/Sheets prior to implementing a dedicated OKR platform.

This reinforces a fundamental principle about OKR implementations:

Tools can make a process more efficient and even amplify the effects of a system, but they cannot create that system.

The early priorities in an effective OKR program must be:

Software becomes powerful once those foundations are strong.

As OKRs matured, Zalando experienced:

Most importantly, OKRs became embedded in how the organization operated.

They were no longer a “program.”

They were part of the culture.

If you’re implementing or scaling OKRs, here are the key takeaways:

Start in one department, learn quickly, and refine the approach before broad rollout.

Train a cohort of leaders to facilitate drafting, alignment, and check-ins.

Create structured windows (like alignment week) for cross-functional coordination.

Preserve stretch, learning, and honest scoring.

Strengthen capability and cadence before investing heavily in tooling.

Many OKR rollouts fail because organizations underestimate the human component.

OKRs change:

That requires facilitation skill, not just documentation.

The OKR Expert Workshop, now offered as a formal Train-the-Trainer (TTT) program at OKRs.com, exists to build that internal capability. And some of our clients who already have an OKRs program in place but feel it is not scaling well benefit from our TTT program which can add exponential value even in just one month!

It ensures OKRs scale through people, your people.

Scaling OKRs successfully can happen in your organization so long as you build the internal capability to make the framework your own.

To explore TTT for your organization, contact [email protected]

Thanks for listening!