OKRs at Scale: Operational Excellence with Governance and Artificial Intelligence Qorus-NTT DATA Innovation in Insurance Awards 2026

The project consists of implementing the Operational OKR Management Model at Bradesco Seguros for all Agile Programs and Value Streams, structuring the connection between corporate strategy and operational execution in a disciplined, measurable, and governed way.

The model operates at two levels:

Strategic OKRs (annual): derived from the organization’s ambitions and strategic guidelines.

Tactical OKRs (quarterly): deployed into Programs and Value Streams, directly connected to epics and the agile team backlog.

To sustain model scale with quality and efficiency, OKR management evolved with Artificial Intelligence through:

Quality Assurance (QA) of OKRs with AI (Copilot): automated validation of OKR quality and strategic alignment.

Exclusive OKR Agent: supports teams in building, evaluating, and pre‑refining their OKRs, maintaining mandatory human review.

The central objective is to increase the maturity of strategic execution, enhance focus on results, reduce rework, and develop workforce autonomy.

Reasons:

Before implementation, the organization faced recurring challenges:

Significant variation in OKR quality across teams.

High manual effort by OKR Coaches and Product Managers for corrections.

Frequent rework during PI Planning.

Long OKR creation time (up to 20 business days).

Difficulty maintaining consistent alignment between strategy and execution.

The project was conceived to structurally solve these problems, making results‑based management scalable, sustainable, and impact‑oriented.

While many organizations adopt OKRs only as a methodology, the differentiator of this project is treating them as a corporate management system, with:

Clear governance (roles, rituals, and responsibilities).

End‑to‑end traceability (strategy → OKRs → backlog → execution).

Automated quality evaluation using AI.

Assisted team autonomy, with preserved human review and governance.

Insipiration:

Global best practices of OKRs (clarity, measurability, baseline, and outcome focus).

Agile governance integrated into PI Planning.

Responsible use of AI as a cognitive and organizational accelerator.

Principles of continuous improvement, transparency, and execution discipline.

Partners:

Agile Transformation (Culture and Results pillar).

Business areas, Executives, Agile teams.

Principais resultados obtidos

Corporate scale with standardized governance.

Reduction of operational effort and rework.

Measurable improvement in OKR quality.

Greater autonomy and workforce maturity.