ActioGlobal drives the globalization of
the start-up that has conquered the world of food delivery by OKR and PEAK.
It executes the entire lifecycle of an order in a consolidated way, from the moment someone orders through the web or their app, to the management of the delivery and the relationship with the end consumer. Among its clients are quick-service chains such as Burger King or Foster Hollywood.
ActioGlobal has guided the Homeria team in the incorporation of OKR (Objectives & Key Results) and PEAK as the operating system that has allowed them not only to define the objectives, but also to reach them and make them a reality thanks to a network of self-organized teams. With OKR, Homeria can measure the progress of its self-organized teams and make extremely agile decisions that allow them to impact their customers and grow as a company, week by week.
Carmen Cabeza, Financial Manager & Head of People, Homeria Open Solutions and David Montero, Chief Business Officer, Homeria Open Solutions discuss with Jonathan Escobar, CEO of ActioGlobal, how OKR has been the driving force that, together with the talent of the team, has led to the success and future globalization of their company.
Homeria has experienced incredible business growth, especially since the surge in takeaway fast food consumption that the pandemic triggered. Today, more than 1,000 restaurants trust you to grow their business. What gave you the idea to start a transformation with ActioGlobal´s OKR System?
to get through to the teams, and communicate the message. We were very segmented by department and generated knowledge silos. Collaboration and review of progress were organized in a watertight manner, which made continuous interaction at all levels of the organization difficult and sometimes impaired teamwork. As a result, each department focused on its very area of responsibility, but we were having difficulty making an impact on the company's strategy, our real challenge.
These MBOs were normally drawn up on an annual basis, and we ran the risk that they could become outdated, misdirected, or de-prioritized for business reasons. Agile OKR allow us to quickly respond and take action, even in advance.
As Carmen says, we saw that MBO wasn't taking off. Moreover, due to the segmentation by department, there were always obstacles because one department was not delivering what another one needed. They built invisible but constant obstacles that were blocking us and preventing us from moving forward. We found ourselves in a situation that led us to make excuses and shift responsibility to others, linking obstacles together.
So I understand it was at that point when you decided to start your agile transformation together with ActioGlobal and our OKR Model, creating Squads that today work in a self-organized way. How do you think this new organizational structure has helped your people?
The ecosystem of Squads has helped us unite the people in the team, but not only by making them have closer links with each other, but also solve challenges by a much wider vision.
Thanks to our cross-functional teams, we approach decision-making from multiple angles, with a wider perspective. It has also greatly strengthened communication and transparency. Since we have been working with OKR, the organization's objectives and documentation are openly shared. They are accessible to everyone to boost our team mentality, as we are all aware and conscious of our challenges and our strategy and how we can make an impact on it with our actions.
Working in Squads has also been motivating. We have empowered the teams to make decisions based on their expected contribution and this has helped them to give meaning to their work.
The teams know what impact they have to make, both Squads and Suppliers, whom we involve as part of the team. Everyone at Homeria is pursuing the North Star, our great victory.
To encourage innovation and creativity in the team, the Sherpas determine the "What" without interfering in the "How," which lies in the hands of the team responsible for the decisions they believe best to respond to the various challenges.
This is how talented people can shine because they are self-managed, empowered and participate with freedom and high responsibility in something they understand and share, so being a very attractive challenge for high potential profiles.
Do you mean rather than just having the brains of the leadership team thinking, now all the members of the self-organizing teams are thinking and acting to achieve the objectives? Have you realized changes in how innovation is created and ideas are generated?
Right, the teams have significantly developed their
Your organizational transformation together with our OKR consultants has been very intense within one quarter and has given the team and the company an outstanding boost. What would you highlight from these months? What was the major challenge, what the greatest success?
A very clear achievement has been the alignment, the fact that we are all moving towards the same place, and breaking down those departmental silos we mentioned before. By improving communication we are better coordinated and this allows us to take advantage of synergies between all areas and all roles, avoiding duplication of efforts due to lack of communication or lack of knowledge.
However, both the greatest success and the greatest challenge has been acquiring the ability to keep the rhythm, the "Drumbeat". Because to break the Drumbeat is to kill the system. The ActioGlobal team consistently swore us in on that and managed to get us mentally absolutely focused on keeping the rhythm of the organization, despite the effort it could mean for us. The difficulty was keeping the entire organization in sync during a period of intense growth, when we had new people coming on board every two weeks.
But even in that hard time, we were able to quickly incorporate people, to provide them with a real onboarding, to get them into the system, to understand it, to embrace it, to internalize it. Getting everyone to respect the rhythm has been the most complex and the most beautiful part of the process. Everyone has integrated it into their daily routine and synchronized it with the OKR so that the OKR are the guiding principle and drive our day.
Yes, indeed. In the beginning, people asked: So is it my job or is it OKR? That was partly normal because we were growing so fast, but the biggest challenge was to keep the rhythm, and we were able to make them understand the importance of that rhythm. I remember in December we felt we couldn't cope with all the changes, and that the inertia of the past was tempting us to stop. But we knew that if we stopped, we wouldn't get going again.
Homeria is a team of highly talented, young and extremely professional talent. How have you managed to enhance cohesion and team spirit by the OKR Model?
It's not just the OKRs that have moved the organization. Internal communications is the heart that has made it beat and allowed us to be more engaged in the system and the alignment with the North Star in the Squads. Fortunately, we have professionals with a great sense of responsibility who contribute greatly to the strategy and day-to-day operations. OKR are a perfect vehicle to nurture these talents.
Internal communication is very, very important. We are working to generate a lot of hooks. I think that, as we have said before, we came with a lot of pushback from the MBOs. We needed to create a big pull for the team to find something very innovative, different. We wanted to disrupt something, to mark a before and an after that was not at all similar to the before, so as not to create any reservations. Around OKR, we even created a teaser and a whole engagement campaign to get our people excited and feel like they owned it.
By having high aspirations and challenging beyond complexity or difficulty, the mindset that is created around the system allows us to motivate the team with high-level challenges and identify influential leaders and peers who generate traction.
We generate hype! So we have made the framework very much our own, the Squads have made the OKRs very much their own (no secret that we have nicknamed them after movies, for example, the one that corresponds to billing is called Billing The Kid). This makes us feel very much at home culturally while at the same time being strict about maintaining the discipline that at times has been difficult to keep. This possibility of personalization, so typical of the organization, would not have a place with other large and traditional consulting firms.
Finally, I would like to highlight your unstoppable growth. What opportunities has it opened for you and where do you see Homeria in the coming years?
We dream big. Just three years ago, at an internal team-building event, we talked about the future dream of the first delivery to the moon. Well, that's not possible yet, but, however, we will soon reach 25 countries.
Just considering that you began as a start-up and already today you are no longer an SME! Is there any advice you have for entrepreneurs who struggle with their start-ups every day?
There are two points I think we have learned along the way that I would like to share:
I would tell them not to lose their identity. The growth and globalization of a company is exciting and brings about many changes; claiming otherwise would be a lie, especially in the cultural aspect. But a company can have 50, 200, 500 or 3000 employees without losing the humanistic vision in people management. At Homeria, this relationship marks the difference and is part of the genes that define us. People have to know how to create a network that can be extended to all the homes, concerns and needs of each one of us because we are the ones who give identity to the company. So I think it's crucial to know that we must foster our raison d'être in the organization.
Carmen, David, in the name of the entire ActioGlobal team, thank you for this time spent together, which has inspired me and will inspire many others. We wish you and the Homeria team every success in shaping your future.
“OKR have brought about a shift in business philosophy by clarifying and more closely linking business objectives, as well as involving the majority of employees in achieving the most important outcomes to meet the global objectives. It is now easier to be aligned with overall objectives and quickly identify deviations in their achievement. As a Sherpa, I firmly believe that it is a methodology that generates engagement and helps ensure that the company's goals are achieved with everyone's buy-in.”
“OKR have helped us to focus on what is really important and add value to the company. Thanks to the methodology proposed by ActioGlobal, we have been able to ensure that the company maintains a constant pace of development that allows us to grow and achieve the objectives set. This change not only leads to a change in the way of working but also to a change in the mindset and motivation of all employees, as they feel themselves to be part of the company's successes and victories.”
New business challenges, unprecedented business perspectives.
Si quieres dar forma al futuro, a través de la agilidad, la digitalización y el alto rendimiento, juntos lo haremos realidad