Strong customer growth without clear priorities
Unimicro experienced record-high growth in new customers. The product teams continuously delivered new features, but without a clear understanding of what actually created customer value. Sales and support teams became increasingly busy and struggled to see how their work contributed to the company’s overall strategy. The strategy was clear in the boardroom, but blurred in everyday operations.
Itera was brought in to translate strategy into concrete action. The company chose Objectives & Key Results (OKR) as the framework for goal management. The leadership team took strong ownership and received hands-on training in how goal management works in growth companies. Product owners and team leads were then trained to formulate key results that were both ambitious and measurable.
Shared direction with greater ownership
Together, Unimicro’s leadership defined two overarching focus areas for the year. Once the direction was clear, each product, sales, and support team described how they could influence these areas quarter by quarter and defined concrete results that supported the company’s focus areas. By working toward specific outcomes, teams were given the freedom to explore which activities would lead to the desired results.
Itera’s advisors coached the teams, adapted the framework where necessary, and ensured it worked equally well across all offices.
After just one quarter, teams reported a much clearer understanding of how their tasks supported the company’s strategy. Prioritisation sharpened as tasks were evaluated against quarterly objectives. When teams made goals and results visible, cross-functional collaboration became easier, overlap was reduced, and energy was directed toward what created customer value.
