in a world where channel diversification has become the norm, the scope of work for agencies has been rapidly expanding. the issue is that often brands approach agencies with well-defined and sealed marketing plans. instead of seeking partners to collaboratively address the best ways to overcome their challenges, they demand a multitude of deliverables that must be part of a closed scope.

in other words, rather than focusing on achieving key indicators, deliverables have become the focal point of partnerships between agencies and brands.

but, as I always say, if I give my team a set number of pieces to produce, they will focus on delivering those pieces. conversely, if I provide them with a key performance indicator that needs to be achieved, they think creatively about how to reach it. in essence, it’s less about volume and more about strategically thinking about what will help the brand achieve its results at the end of that period.


after several years of working with a volume-based approach – often falling short of desired results – we decided to make a shift towards a focus on indicators. it was a way to reset the mindset of the teams assigned to accounts.

initially, we faced some challenges! often, clients brought in dozens of success indicators, which did not guide the agency team effectively. it’s important to maintain focus and limit it to a few key indicators that, when achieved, can contribute to the others – like a domino effect.

moreover, the windows to achieve objectives were typically annual, lacking a sense of urgency at the beginning but causing chaos as the year approached its end.

to address these issues, we decided to implement OKRs with the following rules:

  1. e limit it to 3 objectives [O] per client, each with a maximum of 5 key results [KRs];
  2. we define OKRs quarterly, breaking down annual objectives into 4 key moments to assess how close we are to achieving the proposed indicators. this allows us to make adjustments throughout the year based on the learnings from the previous quarter;
  3. teams must achieve at least 80% of the proposed OKRs, forcing both the agency team and the client to work with realistic indicators.


as Peter Drucker would say, “what gets measured gets managed.” Therefore, after setting the quarterly OKRs, we put them into a visible dashboard for everyone in the agency to track the progress of each client – and in some cases, clients themselves have access.

dashboard okrs postos petrobras da vibra energia


this commitment to effectiveness allowed us to achieve significant results in the “Frentista, Frentista” Facebook group for Petrobras gas stations.

by the end of 2022, with around 14,000 members in the group, we set the ambitious goal of reaching 20,000 by August of the following year. however, our dedication to applying OKRs yielded results beyond our expectations, and by June 2023, we surpassed the established mark, registering over 20,600 members in the group.

this achievement not only validates the effectiveness of OKRs, but also emphasizes the importance of directing efforts towards tangible results. this approach enabled us to adapt engagement strategies, create relevant content, and promote the community effectively. each action was well-aligned with the established objectives, and the results quickly followed.


the success of the Frentista group is proof of the effectiveness of directing efforts where it truly matters. OKRs not only guided us in the right direction but also helped us focus our resources and energies on activities that genuinely drove growth and interaction in the community.

for us, OKRs are not just a tool; they are a philosophy that transforms how we approach our objectives, making them more tangible, measurable, and, above all, achievable. our journey is far from over, but the success of the Frentista group is crucial in our path.

we will continue to accept significant challenges, prioritizing concrete results. this way, we can transform not only how we work but also the results we can achieve!