Our institution, the MPMS has had a strategic planning model in place for over 10 years, but I have always found it very difficult to establish a clear and rational link between the institution's strategic objectives and the tasks carried out in day-to-day work.

The adoption of OKRs has changed this scenario, enabling us to see more objectively the true importance of each small task performed, differentiating effort from results.

As such, we can now not only select priorities and eliminate unnecessary activities with a clear conscience, but we also create a more exciting and challenging environment for our colleagues, enabling them to perceive the importance of their role and their ability to make a difference to the institution.