For the international RBI Group to succeed with its large-scale OKR implementation, the leadership team in Kosovo needed a solid start. Through a custom workshop and interactive OKR training, we built clarity, engagement, and the first foundation for their own OKR playbook.
Solution
Custom Workshop
Client
Raiffeisen Bank Kosovo
Raiffeisen Bank Kosovo, a subsidiary of Raiffeisen Bank International (RBI), has grown into the country’s leading bank. Within the wider group, a large-scale OKR program was introduced, structured across 3-year, 1-year, and quarterly cycles. National entities like Kosovo needed to align their goals closely with the group’s overarching strategy.
For the fast-growing Kosovo branch, this created a complex challenge. The leadership team had to not only understand the expectations but also learn how to apply OKRs effectively within their own local context.
The key challenge was preparing the leadership team and board members for a large-scale transformation. They had to learn how to translate RBI’s group-wide ambitions into local 1-year and quarterly OKRs. The complexity of the method made this even more demanding. OKRs require more than theoretical knowledge. They call for consistent language, clear structure, and a shared way of working. It also became clear that the leadership team had to play an active role in driving ownership, creating psychological safety, and enabling meaningful goal-setting conversations.
To ensure full engagement, we delivered a one-day custom workshop in Kosovo for the leadership team and board members. The session combined the core principles of successful OKR implementation with insights from systems thinking, leadership, and action learning.
The workshop was built around learning by doing. In small groups, participants worked on real cases, reflected on each other’s approaches, and shared feedback in plenary sessions. This created a shared learning curve and strengthened the dialogue around goal-setting.
Together, we created the first foundation for an OKR playbook. The focus was on consistent language, a shared way of working, and psychological safety in defining goals. The result was not just knowledge, but a practical basis to move the OKR implementation forward across the organization.
The workshop gave participants a clear picture of what OKR implementation means and how it connects to RBI’s international initiative. It energized the leadership team and strengthened their cohesion.
With the support of the internal coach and training coordinator, the first steps toward broader transformation were taken immediately. Follow-up sessions and additional training are already being planned for wider teams.
The leadership team now shares a common framework and practical tools to translate OKRs into their own organization. This provides clear direction and speeds up the rollout across teams.
The success of the custom workshop was driven by strong preparation from internal colleagues and the open, learning mindset of the participants. Raiffeisen Bank Kosovo already has an agile culture where short cycles, reflection, and continuous improvement are part of daily work. This creates a strong foundation for the next step: rolling out OKRs to achieve strategic alignment and results-driven execution. In the coming period, the focus will shift to additional training, follow-up sessions, and embedding the first insights into daily practice.
With this Custom Workshop, Raiffeisen Bank Kosovo took a decisive first step toward large-scale OKR implementation. The leadership team gained clarity, more substantial alignment, and a shared foundation to embed OKRs across the organization. This marks the start of results-driven collaboration and lays the groundwork for lasting cultural change.
