Suggestions
Gracie Koester
OKR Consultant :: Fostering Strategic Agility and Closing the Strategy-Execution Gap
Gracie Koester is a business consultant and strategist with expertise in Objectives and Key Results (OKRs), strategic agility, and ecosystem intelligence.1 She has held several positions at Agile Strategies, including OKR Strategist, Project Lead & Director of New Business from March 2019 to January 2022.1 Currently, she is the founder of Bright Work, a consulting practice focused on team-building and scaling businesses.1
Koester's professional experience includes:
- Director of Client Strategy at XPLANE (December 2022 - Present)1
- Founder and Strategy, Management & OKR Consultant at Bright Work (2008 - Present)1
- Director of Client Engagement & Senior OKR Strategist at Agile Strategies (October 2021 - November 2022)1
Her work involves helping organizations achieve greater alignment, coordination, focus, and results through the implementation of OKRs and agile strategies.1 Koester has a background in Geography and Environmental Studies from Macalester College, which she applies to her consulting work by synthesizing complex information and finding patterns and solutions.12
Koester is particularly passionate about working with nonprofits, helping them optimize their limited resources and increase their impact through the use of OKRs.2 She emphasizes the importance of setting near-term objectives and measurable key results to clarify strategic choices and focus on achieving the most good.2
Highlights
“If your OKRs are only following the org chart hierarchy, then your OKRs are not following the work.”
I found myself saying this to a client recently when they struggled with rigidly cascading Objectives from top to bottom. This approach often misses the reality of how work actually flows in organizations. Rigidly adhering to hierarchical goal-setting left no room for teams to interpret higher-level goals or contribute their own priorities, which was stifling innovation and engagement.
The end result was that their OKRs didn’t feel like they captured their priorities well. They felt lackluster and overwrought.
Where there was energy and business need was in cross-team work. But their goal-setting system didn't account for shared achievement. It looked for what each team independently contributed. For instance, a product launch might require coordination between marketing, sales, and development teams. However, if OKRs are siloed within each department then individual team achievement doesn’t necessarily mean a win for the business.
When we examined the major things this team wanted to accomplish, it became clear how inextricably linked their goals were with other teams. What they alone could control and measure was output. But the outcomes were shared with others.
In bringing these insights to senior leaders, we collaboratively explored changes to their OKR processes that would allow and encourage cross-functional teams to share goals. We looked to balance accountability with collaboration and examined how this change could better enable buy-in to OKRs as a whole.
When shared OKRs are the norm, goals can better reflect the reality of collaboration and the need for cross-team alignment. More importantly, OKRs then better reflect the most important goals of the business.
What advice would you give this company? Have you faced similar challenges in aligning goals across teams? How have you addressed the tension between organizational structure and the reality of cross-functional work?
As we reach quarter-end, many organizations revisit strategic goals. But refreshing goals on paper isn't enough for effective execution. Success demands an environment that fosters quality interactions, agile engagement, and the courage to question the status quo.
Too often, organizations fall into the trap of being overly rigid or too additive with their priorities. It’s assumed that goals from last quarter automatically stay on for the coming quarter. Or, when new initiatives arise, they get piled onto existing workloads, leading to disjointed efforts and a lack of focus. True agility requires tough choices – deprioritizing less urgent matters and dynamically realigning resources.
Quality interactions are key to this agile mindset: learning conversations that surface risks, open questioning of assumptions, and a willingness to explore new perspectives.
For example, one executive team I worked with received feedback that their quarterly OKRs felt overly prescriptive, with project-focused Key Results making teams feel micromanaged. Instead of dismissing the input, they embraced it. While maintaining their strategic direction, they revised how they articulated priorities - moving from specific, tactical tasks to higher-level outcome-focused results, improving morale and achievement.
Fostering such interactions and valuing honest feedback allows organizations to adapt quickly and seize opportunities while increasing creativity and engagement. It requires leadership empowering teams, promoting psychological safety, and reinforcing continuous learning.
As you revisit your goals, assess: Are you enabling the quality interactions and agile engagement needed to truly achieve strategic focus? I’d love to hear: How do you foster this agility?
