Who Should Be in Charge of Your OKR Program?

Introducing OKRs (Objectives and Key Results) into your organization is a strategic move — but to truly succeed, someone needs to own the process.

But who exactly should that be?

Should leadership take the reins? Should HR manage it? Or is it something for each team to coordinate on their own?

Let’s break down what OKR ownership really means, and who’s best positioned to lead it.

Why Clear Ownership Matters

A well-run OKR program doesn’t happen by accident. It requires structure, consistency, and someone who:

• Champions the methodology
• Guides teams through goal-setting
• Tracks progress and accountability
• Drives alignment across departments

Without a clear owner, OKRs quickly become disconnected from daily work — or worse, ignored entirely.

It’s Not Just About Writing Goals

Many companies mistakenly think owning OKRs means managing a spreadsheet or collecting goals every quarter.

But the real role of an OKR program owner is more strategic:

• Facilitating cross-team alignment
• Helping define quality objectives and measurable results
• Enabling feedback loops and learning
• Driving adoption and cultural buy-in
• Reporting impact to leadership

This is less about project management and more about organizational enablement.

So, Who Should Own It?

The best person or team to own your OKR program depends on your company size, structure, and maturity.

1. In Smaller Organizations: A Senior Leader

In startups or small companies, a founder, CEO, or department head often drives OKRs. This ensures top-down alignment and shows that OKRs are a priority from the start.

But beware: If the person is too busy or inconsistent, the program can lose momentum.

2. In Growing Companies: A Program Owner

As you scale, a dedicated OKR Program Lead (sometimes called an OKR Coach or OKR Champion) is ideal. This person can sit in:

• Operations
• People & Culture
• Strategy / Transformation teams
• Or even act cross-functionally

Their mission: keep OKRs alive across the business — not just during planning cycles.

3. In Enterprises: A Central Team with Local Owners

Larger organizations often need both:

• A centralized OKR Program Office that defines best practices, manages the cadence, and reports on impact
• Local OKR Champions in each team or department who facilitate goal-setting and act as connectors

This hybrid approach ensures consistency without losing flexibility.

Qualities of a Great OKR Owner

Regardless of the title, the best OKR owners have a mix of:

• Strategic thinking (to guide goal setting)
• Strong communication (to connect teams)
• Influence without authority (to inspire adoption)
• Organizational understanding (to drive alignment)
• Operational discipline (to manage the process)

It’s less about hierarchy and more about impact.

Supporting the Role

To succeed, the OKR program owner needs support:

• Executive sponsorship to back them publicly
• Access to leaders and teams for visibility and influence
• The right tools to track and visualize OKRs
• Training resources to build internal capability

Treat this role as critical infrastructure — not just an admin task.

Final Thoughts

An effective OKR program doesn’t run on autopilot. It needs someone at the helm.

Whether it’s a senior leader or a dedicated program owner, the key is to choose someone with the influence, clarity, and commitment to make it work — quarter after quarter.

Want to Build a Scalable OKR Program?

We help organizations set up and scale their OKR practice — from coaching program owners to designing effective rollout strategies.

Let’s talk about how we can support your OKR journey.

Book a discovery call today.

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