Breaking silos and accelerating progress at BZK

SSC-ICT is one of the largest IT service providers for the Dutch central government, enabling over 57,000 civil servants across nine ministries to work securely, anytime and anywhere.

Reliability and quality are deeply embedded in SSC-ICT’s operations, resulting in well-established internal processes. However, a rapidly changing environment demands more agility and stronger customer orientation. The core challenge was to break down silos between business units, enhance responsiveness, and improve the ability to adapt to evolving client needs. 

To create direction and focus, we started at the executive level with a workshop on setting clear and measurable goals using the OKR (Objectives and Key Results) method. OKRs were not only applied as a performance management tool but also as a catalyst for organizational development.

Strategic objectives were then formulated, encompassing both internal and external focus. Subsequently, the middle management layer was trained in the application of OKRs. Facilitated workshops brought together both leadership and middle management to co-create strategic and tactical Objectives and Key Results (OKRs) for the upcoming quarter, aligning with the organization’s long-term goals.

Key insights included the importance of maintaining a clear cadence within the OKR cycle to support learning and alignment, as well as the realization that effective OKR implementation requires time and practice. Practical, organization-specific tips proved highly valuable.

Crucial to success was hands-on support in formulating OKRs aligned with higher-level objectives and stakeholders. Regular bi-weekly check-ins played a key role in tracking progress and achieving the defined goals.

Thanks to strong internal ownership, executive sponsorship, and high engagement, a powerful start was made. The organization took its first major steps toward becoming a continuously learning organization, gaining more focus, improved alignment, faster execution, and greater adaptability.

One of the most valuable insights was that setting goals and defining the right key results not only support organizational performance but are also an often-underestimated leadership skill. When applied effectively, it fosters team development, ownership, engagement, and even job satisfaction. 

This project once again confirmed that OKRs are not a one-size-fits-all method. Successful implementation depends heavily on the organizational context, particularly the culture. A well-considered implementation strategy is crucial for providing the right support and ensuring that OKRs are aligned across all levels. This prevents misalignment and strengthens ownership and contribution to outcomes.

Next steps will focus on embedding OKRs more sustainably into the organization, simplifying the rhythm, clarifying roles, and further maturing the value development process.