How OKRs Can Reshape Public Sector Culture
As someone living in Shrewsbury, UK—just a stone's throw from Telford, often hailed as the birthplace of the Industrial Revolution—I'm constantly reminded of how the structures we build shape the way we work. Back in the late 18th century, the factories sprouting up along the River Severn introduced a "command and control" model. Workers, many with limited education and literacy, needed clear directives from above to keep the machines humming. It was efficient for its time: top-down orders, strict hierarchies, and little room for individual initiative.
Fast forward to today, and that model still lingers in many organizations, including public sector institutions. And let's be clear—command and control isn't always a relic to discard. Imagine arriving at an emergency room with a heart attack; you wouldn't want the doctor polling the team for opinions. In high-stakes, protocol-driven scenarios, it's essential. But in an era of highly educated, tech-savvy generations entering the workforce, this rigid approach can stifle innovation, demotivate talent, and hinder adaptability. Younger employees thrive on purpose, ownership, and flexibility—they're more productive in environments that foster "aligned autonomy," where teams are empowered to make decisions while staying tethered to shared goals.
This tension between structure and culture is brilliantly explored in Safi Bahcall's book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries. Bahcall argues that structure defines culture. Rigid hierarchies breed caution and compliance, while flexible systems encourage bold thinking and collaboration. In the public sector, where bureaucracy often amplifies command-and-control tendencies, how do we evolve? Enter Objectives and Key Results (OKRs)—a framework that can bridge the gap, enabling a shift toward aligned autonomy without sacrificing accountability.
The Roots of Command and Control in the Public Sector
Public organizations, much like those early factories, were designed for reliability over creativity. Governments deal with complex regulations, public accountability, and resource constraints, making top-down management feel like a safe bet. Directives cascade from leadership, with little input from frontline staff. But this can lead to disengagement: employees feel like cogs in a machine, and innovative ideas get buried under layers of approval.
The new workforce—millennials, Gen Z, and beyond—doesn't respond well to this. They value transparency, impact, and autonomy. Studies show that organizations with empowered teams see higher retention and productivity. Yet, simply loosening the reins risks chaos. Aligned autonomy strikes the balance: clear direction from the top, but freedom for teams to own how they achieve it.
How OKRs Facilitate the Transition
OKRs, popularized by companies like Google but increasingly adopted in public sectors (as explored in my upcoming book OKRs for the Public Sector), provide a structural shift that redefines culture. At their core, OKRs consist of:
Objectives: Ambitious, qualitative goals that inspire and align teams (e.g., "Improve citizen access to public services").
Key Results: Measurable outcomes that track progress (e.g., "Reduce application processing time by 30% and increase user satisfaction scores to 85%").
By implementing OKRs, public organizations can move away from micromanagement toward a system where strategy is set collaboratively, but execution is decentralized. Here's how it works:
Alignment from the Top Down: Leadership defines high-level OKRs that cascade through the organization. This ensures everyone rows in the same direction, maintaining the "alignment" in aligned autonomy. For instance, a public health department might set an Objective like "Enhance community health resilience," with Key Results tied to vaccination rates and outreach programs. Teams then create their own supporting OKRs, linking back to the big picture.
Autonomy in Execution: Unlike command-and-control diktats, OKRs empower teams to decide how to hit those results. Frontline civil servants, who know the ground realities best, can experiment and iterate. This fosters ownership—think of a local council team innovating digital tools to streamline permit approvals, rather than waiting for headquarters' instructions.
Regular Check-Ins for Accountability: Weekly or bi-weekly meetings replace annual reviews, turning OKRs into a living framework. These aren't top-down interrogations but collaborative discussions: "What's working? What's blocking us? How can we adjust?" This builds trust and adaptability, echoing Bahcall's idea that the right structure encourages "loonshots"—those wild ideas that drive breakthroughs.
Transparency and Learning: OKRs are visible across the organization, breaking down silos. Failures become learning opportunities, not punishments, which is crucial in risk-averse public sectors. As Bahcall notes, cultures that reward experimentation thrive.
In my work with public prosecutors' offices and NGOs (detailed in case studies from the book), I've seen OKRs transform teams. One Brazilian public prosecutor's office shifted from rigid hierarchies to empowered units, resulting in faster case resolutions and higher employee satisfaction. It's not about abandoning control—it's about aligning it with autonomy.
Challenges and How to Overcome Them
Transitioning isn't seamless. Resistance from entrenched leaders or fear of accountability can arise. Start small: Pilot OKRs in one department, train facilitators, and tie them to strategic plans. Draw from historical lessons— just as Telford's iron bridges revolutionized infrastructure, OKRs can build bridges between old structures and new cultures.
Remember, structure defines culture. By adopting OKRs, public sector leaders can create an environment where civil servants aren't just following orders but actively shaping outcomes. It's a nod to the Industrial Revolution's legacy while embracing the future—one where aligned autonomy drives real public impact.
What are your thoughts on shifting cultures in your organization? Share in the comments below, or check out OKRs for the Public Sector for more practical guidance.
