Case Study

Strategic Planning with OKRs at the Public Prosecutor’s Office of Mato Grosso do Sul (MPMS)

Context and Challenge

The Public Prosecutor’s Office of Mato Grosso do Sul (MPMS) had maintained a strategic planning process based on the Balanced Scorecard (BSC) for over a decade. Despite this, institutional leaders remained unsatisfied with the results. The planning map was visible, but it had not yet reached people’s daily work or inspired true engagement.

“We needed to bring people closer to the plan, and just having a strategy map on the wall was not enough.”

— Sabrina Baes, Director of Planning and Management (SEPLANGE), MPMS

MPMS sought to discover whether agile methodologies such as OKRs could truly work in the public sector — and, more importantly, whether they could bridge the gap between strategic vision and daily execution.

Our Intervention

Oxford Business Masters led the mentoring and implementation of OKRs across the institution’s administrative departments. The journey began with training and certification of OKR Masters, followed by the definition of the first organisational OKRs, and finally, the launch of OKR-based management routines.

A central part of the intervention was the weekly check-in sessions using the 3Ps framework (Progress, Problems, and Plans), which strengthened alignment, transparency, and a sense of collective responsibility.

Sixteen departments participated in this first phase, including IT, Finance, HR, Planning, Internal Affairs, Innovation Lab, and the Communication Office — all supported by institutional leadership and the Planning Directorate.

Results Achieved

The results of the first quarter were striking:

91% of indicators showed measurable progress.
Average goal achievement reached 94%, exceeding the expected 70%.
Specific gains included:
- Reduction of processing and distribution time of new cases from 37 to 18 days.
- Reduction of interruptions in document flows due to errors by 75%.
- Reduction of the time to produce complex reports by 62%.
- Faster payment of suppliers — within two days of request.

“OKRs have provoked a cultural shift. The team now focuses on results and puts energy into what truly matters.”

— Bianka Karina Barros da Costa, Secretary-General of MPMS

“For more than 10 years, we struggled to connect strategic planning with our daily work. OKRs changed it.”

— Dr Paulo César Zeni, President of Research and Artificial Intelligence Innovation Committee

Impact and Learnings

The adoption of OKRs went beyond a management tool — it became a catalyst for cultural transformation. Teams began to distinguish effort from results, prioritise what drives impact, and collaborate under a shared language of execution.

“The OKR methodology turned planning into inspiration, goals into dreams, and teams into a family… It connected our daily routine to something greater than ourselves.”