Did you know that nearly 70% of strategic initiatives fail due to poor execution and misalignment?

In today’s volatile, fast-moving business environment, the ability to align teams, break silos, and maintain focus is more critical than ever. Yet, many organisations still rely solely on traditional performance management systems like KPIs and KRAs, which may no longer be enough.

This was the central theme of a recent virtual session, “Beyond KPIs and KRAs: How OKRs Can Drive Growth and Innovation,” hosted by People Matters and xto10X. The session featured industry insights from two seasoned leaders: Salil Chinchore, CHRO at ElasticRun, and Anusha Gopalakrishnan, Head of Business Planning and Execution Practice at xto10x, where the conversation unpacked how Objectives and Key Results (OKRs) can be the missing link between strategy and execution, offering organisations a blueprint for high performance.

Key insights from the session are below - 

The limits of KPIs and KRAs in a changing world

For decades, KRAs (Key Result Areas) and KPIs (Key Performance Indicators) have been the go-to tools for measuring individual and team performance. They offer structure, clarity, and a clear line of sight between organisational goals and employee responsibilities.

However, as Salil Chinchore pointed out, these tools are showing their limitations in today's collaborative, cross-functional business landscape.

“KRAs and KPIs cascade goals effectively but tend to create silos. Teams end up working in isolation, and collaboration suffers, especially when multiple departments are involved. This slows decision-making and creates execution bottlenecks,” Chinchore said.

In complex projects—whether launching a new product, expanding to new markets, or driving transformation—relying solely on KPIs and KRAs often isn’t enough.

OKRs: Connecting strategy with seamless execution

Unlike traditional KPIs, which are often department-focused and output-driven, OKRs are designed to drive company-wide strategic alignment and break down organisational silos. Hence, in fast-growing organisations where the resources are limited, OKRs help narrow focus on the few strategic bets that will move the needle. 

Anusha Gopalakrishnan shared how OKRs are structured not just to monitor performance, but to bring clarity, transparency, and ownership to cross-functional initiatives—something critical for startups and enterprises alike.

ElasticRun’s Journey: How ‘planning’ became the ‘execution’

ElasticRun’s own experience with OKRs offered valuable real-world insights to the audience. Chinchore revealed that while the company had a solid KRA/KPI framework, they struggled with cross-functional coordination, particularly for strategic initiatives.

“We noticed delays and misalignment due to poor planning across teams. That’s when we decided to pilot OKRs. The biggest shift was realising how important detailed planning is upfront.” Chinchore added.

By breaking objectives into clear layers (L0 to L3) and defining ownership across teams, ElasticRun saw significant improvements in execution. Chinchore admitted that though it wasn’t comfortable, once the teams saw how seamless execution became, their confidence and ownership skyrocketed.

It’s not Either-Or: OKRs complement KPIs

A common concern raised during the conversation was whether implementing OKRs requires organisations to abandon KRAs and KPIs altogether. Both speakers clarified that this is not the case. Chinchore explained that ElasticRun continues to use KRAs and KPIs to manage business-as-usual metrics. However, the organisation reserves OKRs for four or five key strategic priorities—initiatives that demand cross-functional alignment and have a significant impact on business growth. Gopalakrishnan supported this view, emphasising that OKRs should be applied selectively. She highlighted that they serve as a strategic overlay, enhancing existing systems rather than replacing them entirely.

Introducing OKRs, however, is not just about adopting new templates or processes—it requires a fundamental cultural shift. Chinchore elaborated that OKRs are inherently non-hierarchical; the person best equipped to drive a key result takes ownership, irrespective of their title or position. This shift demands a change in mindset and empowers individuals based on capability, not designation. Transparency also plays a pivotal role in this transition. By leveraging dedicated OKR tools, organisations can make progress visible to all, ensuring teams stay aligned and can quickly adjust course when needed.

Leadership and culture: The real drivers of OKR success

Making OKRs work goes beyond setting goals—it’s about leadership commitment and a culture of ownership. Gopalakrishnan stressed that without leadership buy-in, OKRs quickly lose momentum. She also recommended focusing on a few high-impact priorities, assigning clear ownership, and breaking goals into quarterly milestones, backed by regular reviews. 

The emphasis is on the idea that the success of OKRs should directly influence how performance is evaluated, particularly how well people, especially in leadership roles, are executing on strategic priorities. This is because the leaders are responsible for delivering business-critical outcomes, and OKRs ensure accountability. Yet the cautionary part lies in thoughtfully connecting them. For example, OKRs could be used for developing focus, alignment and growth among employees, but not to be used as punishment. The focus is to ensure there is room for learning and adjusting goals wherever needed.

Similarly, Chinchore also echoed the need for leaders to champion OKRs that empower decision-makers and maintain sharp focus. He underlined the importance of consistency—long-term goals need sustained leadership attention. Both agreed that OKRs thrive in cultures where teams feel safe to take bold bets, communication is open, and collaboration is natural. When decisions get stuck in layers of hierarchy, execution slows. Empowered, trusted teams are key to driving results.

It’s time to rethink how you execute your goals

For any organisation looking to move past fragmented KPIs and KRAs, OKRs provide a practical way to align strategy, break down silos, and stay focused on the goals that matter. As Salil Chinchore puts it, success with OKRs isn’t about chasing results—it’s about trusting the process. When teams commit to the process, the outcomes naturally follow.

The real question now is simple: Is your organisation ready to rethink how it plans, aligns, and gets things done?

Do learn more, check out the full webcast below.