How iPrice Group Creates Alignment with Objective and Key Results
​(Case Study)

Imagine what's it like to run a regional business from various locations in a market that is constantly changing. 

Hui Min Lai, HR Business Partner iPrice Group

This is the story of iPrice Group and its ever changing challenges. It’s also a blueprint for how to stay productive despite having a company distributed in 7 countries in Asia: Malaysia, Indonesia, Vietnam, Singapore, Hong Kong, Philippines and Thailand. 
Southeast Asia is seen as the e-commerce haven, where new online stores are popping up every day. As such, shoppers are faced with more and more websites in their search for what they want and engage with retailers online. All this can get a little confusing. 
With this in mind, iPrice was set up to offer shoppers the widest selection of products and brands, provided by hundreds of partners in Southeast Asia – all made available on one shopping website. No more having to search through the plethora of websites.

iPrice Group needed a framework to create alignment

Talking to Hui Min, I realized how much he valued the contribution of each individual in iPrice. They have teams in 7 different locations around the world, and for her keeping everybody aligned was her main challenge.

Implementing a new goal-setting framework

According to Lai, it was pretty hard to get people using OKRs at first. “It is a little bit difficult to convince people to do something now when they can see the benefits until later on” said Hui Min. The first OKRs they planned were not particularly good. There was a lot of mis-planning and many of the people didn't understand the ins and outs of the OKR framework. 
In order to educate people, we presented the theory of OKRs and trained the team leaders on how to make the most out of the framework. Now, the OKR training has become a standard cycle on their onboarding process. We developed training materials tailored to the existing processes and needs at iPrice Group, together with a roll-out plan: 

After the training, the company managers and the team leaders had a timeframe of two weeks to define their objectives. We provided feedback on the set of OKRs and we conducted workshops to help managers refine and focus their goals. In the end, everybody had a good set of OKR for the next quarter. 

Taking the maximum out of OKRs with remote coaching

Questions and Answers with Hui Min - to be added

What is next

Steps of the remote program: 
1. Discovery call -- Book here
2. To be defined
3. To be defined