OKR festival at the Commission: teams synchronized their goals and results

The National Securities and Stock Market Commission kicked off its quarterly OKR festival — a meeting during which departmental teams reviewed their interim results and presented their proposed objectives and key results for Q4 2026.

OKR (Objectives and Key Results) is a management approach that helps set specific goals, measure results, and align the work of different teams around shared priorities.

This time, special attention was paid to collaboration between departments. The teams presented their goals, timelines, and expected results. This provides an opportunity to see the big picture: what the various departments are working on, where their tasks overlap, and which goals require collaboration to achieve.

“It is important for other departments to understand what results you are striving for and by when you plan to achieve them. It is equally important to understand the goals and objectives of other teams,” said Commission Chair Oleksii Semeniuk.

This format allows the Commission to identify misalignments between teams as early as the goal-setting stage, rather than after they have already impacted the outcome. Therefore, OKR at the Commission is not only a way to plan the work of individual departments, but also a mechanism for synchronizing teams and fostering shared accountability for results.

Special emphasis was placed on the ambition of the goals. According to the Chairman, the objectives should aim for real change rather than being formulated in such a way that they are guaranteed to be 100% achievable. Even partial achievement of a challenging goal can contribute more to the Commission’s development than the complete fulfillment of a task that was simple from the outset.

“When we set an ambitious goal for ourselves and achieve even 70 percent of the planned result, this can benefit the Commission far more than 100 percent fulfillment of a simple goal,” Oleksii Semeniuk emphasized.

The OKR Festival also provided an opportunity to see the Commission’s results not through the work of individual departments, but as the result of a single team. Among the examples cited by the Chairman were the promotion of legislative amendments, efforts to streamline certain procedures, and other tasks whose implementation requires the simultaneous participation of several departments.

“All of our achievements are the result of the entire team’s collective efforts, not just one person’s,” said Oleksii Semeniuk.

This approach is gradually transforming the Commission’s internal culture: from performing individual functions to working toward a shared and measurable outcome.