FINRA formed a new strategic team to lead complex transformation initiatives. Through C-OKRP training and targeted coaching, the team built a shared OKR Foundation - creating focus, alignment, and ownership across a distributed setup.
Solution
OKR Training & Coaching
Client
FINRA
FINRA is an independent, non-profit organization operating under SEC supervision, responsible for regulating broker-dealers across the U.S. Its mission is to protect investors and ensure market integrity.
To manage several transformation initiatives, FINRA set up a new strategic leadership team spread across the country. The department head, already familiar with OKRs, wanted to use the method to bring focus, define clear objectives, and track measurable progress. The distributed setup made this even harder. Success would depend not just on structure, but on building connection, collaboration, and shared ownership.
For FINRA, working with a distributed team required more than understanding OKRs. The organization faced several challenges:
C-OKRP training and coaching
Their journey started with a Certified OKR Practitioner (C-OKRP) training, tailored for online collaboration using interactive Miro boards. In session one, the emphasis was on the basic principles of the OKR method. But shifted to the real challenge: writing meaningful objectives and key results aligned with FINRA’s strategy.
Theory was directly linked to practice. Participants worked with real cases, received feedback from peers and trainers, and built a shared language for setting and discussing OKRs.
In small subgroups, OKRs were drafted, discussed, and refined step by step. This iterative approach gave the team space to experiment and adjust, while leadership and implementation topics were woven in to keep the training directly relevant to daily reality.
Objectives became sharper, more meaningful, and directly aligned with FINRA’s strategy.
Subgroup work and feedback sessions built trust and encouraged open dialogue.
Co-created OKRs gave the team more responsibility and stronger commitment.
Iterative practice and reflection fostered connection and improved teamwork across locations.
A common language to track progress and turn commitments into concrete results.
Running the program online demanded more preparation and tailoring, but it also created space for deeper interaction and stronger engagement. Subgroup work offered the steepest learning curve and built stronger connections between team members.
For FINRA, the journey continues with translating strategic transformation goals across the wider organization, keeping the focus on engagement, ownership, and a shared long-term perspective.
Through this program, FINRA took its first step toward embedding OKRs across the organization. The experience proved how focus, alignment, and ownership can be built even in a distributed team.
