OKR AND КРI INTEGRATION IN THE CONTEXT OF BUSINESS MODEL TRANSFORMATION

Abstract

The study is based on modern principles of performance management, adaptability and strategic planning. The article substantiates the feasibility of integrating OKR (Objectives and Key Results) and KPI (Key Performance Indicators) in the context of transforming the business model of an international company. At the same time, an analytical explanation of the organizational mechanisms through which the integration of KPI and OKR creates measurable value during the transformation of the business model within the framework of the trimodal concept of “Run – Change – Disrupt” is provided. It is substantiated that the combination of KPI as a tool for operational control and OKR as a mechanism for strategic change allows for measurable management value, increased consistency of strategic and tactical decisions and reduced risks of transformation processes in an international company. Thus, the integration of KPIs and OKRs through organizational mechanisms, such as strategic alignment of teams, weekly progress reviews, and transparent OKR communication, creates measurable value in business model transformation, improving the productivity and sales of an international company. The key integration mechanisms are: 1) strategic alignment of OKRs (ambitious goals) with KPIs (operational metrics), which provides monitoring of progress and rapid identification of discrepancies between teams, for example, in marketing and sales; 2) transparency of OKR communication allows teams to adjust strategies in real time, removing obstacles to achieving common KPIs; 3) regular reviews (weekly meetings) integrate KPI data into OKRs, turning metrics into a tool for business model transformation in the context of innovation and process optimization. Simultaneous implementation of two approaches creates a powerful tool for managing business model transformation due to its ability to combine strategic clarity with operational agility. It has been proven that business model transformation involves a fundamental, often radical, change in the way a company creates and delivers value.