Profit.co Fuels Viacon’s Process-Driven OKRs & PMS to Elevate Team Productivity

In a fireside chat with Aveek Biswas, Vice President of Human Resources at Viacon Marketing and Technologies, we explore the intricate world of strategic management within a dynamic digital marketing conglomerate. With a robust portfolio that includes BloggerOutreach, Blog Management, Red Hat Media, Digital Transformation Services, and Content Marketing & Story Telling, Viacon stands at the forefront of digital innovation. Headquartered in Kolkata, India, and bolstered by a team of over 100+ professionals, Viacon is not just about marketing; it’s about crafting a culture of development and empowerment.

Aveek Biswas brings a wealth of experience with a 16-year career spanning talent acquisition, HR operations, and strategy. His journey from recruitment to leading HR functions across various sectors gives him a unique perspective on fostering environments where employees thrive. At Viacon, his role transcends traditional HR activities, focusing on strategic initiatives that enhance performance and productivity across all subsidiaries.

Join us as we explore how Viacon navigates the complexities of digital market expansion, product development, and talent management.

Can you share the history of OKRs at Viacon with us? How did the need for OKRs arise, and what was the decision-making process for choosing OKRs as a strategy execution framework?

Aveek Biswas replied, “Viacon started in 2018, moving past the startup phase into a more mainstream organization. At that time, our primary focus was establishing robust processes within the organization implementing best practices to make Viacon a process-driven entity. One critical area we identified was the need for a structured Performance Management System (PMS). Previously, we followed some practices, but there wasn’t a concrete process in place for Performance Management.“

He explained, “Our CEO, Mr. Mashum Mollah, proposed that if we were investing in PMS, we should start with OKRs (Objectives and Key Results). His idea was that enhancing performance and productivity at a continual level would directly influence individual performance.”

He added, “This led us to take a step back and decide to implement OKRs before fully rolling out the PMS. The decision was made after thorough brainstorming in a small room, where we concluded that adopting the OKR methodology would be the best strategic move. That’s how we eventually decided to implement OKRs, aiming to direct our efforts from OKRs to a comprehensive PMS.”

Did the thought of using a tool come immediately, or did you initially try to manage OKRs with spreadsheets?

Aveek Biswas, “So when we began our research on OKRs, we immediately looked into the different tools already available in the market. It became clear during this research phase that if we were to effectively implement the OKR methodology, a tool would be necessary. Manually managing OKRs, especially for a growing team like ours, would be quite cumbersome and not sustainable in the long run.”

He added, “While initially, it might have seemed possible to manage with simpler methods like spreadsheets for our small team, we quickly realized that to sustain the process and ensure its ongoing success, we needed a robust tool. This would help us manage OKRs and connect them to the broader goals of enhancing individual performance and productivity.”

Aveek Biswas explained, “After thorough research and comparing multiple tools, we chose Profit.co. This platform stood out because it integrated seamlessly with Zoho, which we were already using across our ERP system. This integration was crucial for us. Additionally, while many tools offered OKR methodologies, Profit.co was unique in how it facilitated the entire journey from setting OKRs to enhancing individual productivity and performance.”

“Profit.co’s continued evolution and improvement has only strengthened our initial decision. It’s rewarding to see that our choice was right from the beginning, as Profit.co continues to cover the full lifecycle of our strategic and performance needs.”

Could you describe the implementation experience with Profit.co, particularly focusing on the technology, people, and process aspects?

Aveek Biswas replied, “The implementation experience with Profit.co was exceptionally structured, I must say. Initially, our contact person, Eswaramoorthy, organized the entire process very smoothly. We began with a clear plan: first, to train our senior management team in the OKR methodology. The idea was to ensure that, once our senior leaders were well-versed and had become champions of the method, we would gradually extend it to other levels within the organization.

We didn’t implement it across the board all at once. Instead, we opted for a pilot project with the senior management team. We participated in assignments and then practiced using OKRs for another month. We dedicated the first quarter of the financial year 2023-24 to learning and team training, deciding to roll it out fully from the second quarter onwards.”

He explained, “This phased approach ensured the learning process was smooth. There were detailed modules, training sessions, and numerous brainstorming sessions, which included case-study-based questions. This initial period helped lay a solid foundation for how we currently manage OKRs through Profit.co at our organization. The implementation stage was seamless, thanks to the thorough preparation and structured rollout.”

What has been the response from individuals at various levels within the organization to the OKR program?

Aveek Biswas answered, “Initially, the response to the OKR program was mixed. For many, it was their first encounter with the OKR terminology, so naturally, there was a lot of training and several sessions focused on educating our teams. This included sessions conducted by Profit.co to ensure that every member understood what OKRs are, the background of this methodology, how it would be implemented, its impact on their performance, and the benefits it offers.”

He also added, “Transparency was a main goal in bringing the OKR methodology into our organization, and we emphasized how this transparency could benefit employees at an individual level. There have been multiple sessions, and even to this day, we continue these educational efforts because the OKR methodology is vast. To truly understand and leverage OKRs effectively, continuous learning needs to be ingrained within our system. This ongoing education is crucial for our teams to see and experience the full benefits of implementing OKRs.”

Can you share your experiences regarding how you ensured buy-in from people at various levels for the OKR program?

Aveek Biswas replied, “Certainly, ensuring buy-in started with increasing visibility regarding individuals’ performance and identifying areas they need to improve. We conducted several sessions led by different levels of leadership, including the CEO and COO, as well as HR, which created a structured training plan around Profit.co.”

He added, “At Profit.co, various modules are already available that are integral to our training approach. We have incorporated these into the initial induction training for new team members and established a specific Profit.co and OKR induction. Moreover, we’ve made it a regular practice for both new joiners and existing employees to take this refresher training on Profit.co and OKRs.”

He emphasized, “Additionally, we routinely return to our drawing boards to ensure that while we are deeply invested in these tools, we still remember the basics. Continually revisiting the fundamentals is crucial for keeping everyone aligned and committed to the program. It’s about consistently reinforcing the value and utility of OKRs throughout the organization, which is key for sustained engagement and buy-in.”

Were there any significant challenges you faced in helping others understand and implement the new concept of OKRs? How did you overcome these challenges?

Aveek Biswas replied, “Yes, there were definite challenges, particularly in making others understand the concept of OKRs. It’s one thing for me to train hard, do research, read articles, and understand OKRs. However, the bigger challenge was training a team that was new even to Performance Management Systems (PMS). The real task was explaining what OKRs are, how they are going to benefit the organization, and how they would integrate into the path of PMS.

Finding the right method to impart knowledge about OKRs was challenging. However, through these trials, we found a method that made learning continuous.”

He added, “Our Learning and Development team played a crucial role here. They helped create robust training modules and shared many ideas on enhancing the training process so everyone could understand it thoroughly. It wasn’t only the senior management who played a pivotal role in transforming the process, but also our second-line and first-line leaders. They grasped the concept well and eventually passed on their knowledge to their subordinates. This created a chain system of sharing the knowledge of OKRs throughout the organization.”

How long has Viacon been implementing OKRs so far?

Aveek Biswas explained, “Actually, we are now in the fourth quarter of following the OKR methodology. We’ve been implementing it for the last three quarters. With each quarter, from the second to the third and now to the fourth, we’ve made some changes and adjustments. Each phase has been a learning curve, where we have put our theoretical knowledge into practical application.

The second quarter was an array of errors we took as learning opportunities. By the third quarter, we had rectified many of these initial mistakes, and now, in the fourth quarter, we are looking at further improvements. This process is continuous, and I believe that another two quarters down the line, we will reach a point where we will have a much deeper and more structured understanding of how things can be optimally organized and executed.”

What has been the feedback regarding the value realized from the OKR program, from both your perspective and that of other leaders and team members?

Aveek Biswas, “From what I’ve observed, there has been a tremendous growth in terms of individual productivity. It’s encouraging to see that even before we share our suggestions, team members already have their improvement plans ready. They come forward with suggestions for changes, which we incorporate into the next OKR cycle. This proactive engagement is a significant indicator of OKRs’ value to our organization. It has opened up minds and brought a lot of transparency to our processes.”

He also added, “People are actively engaging, sharing their thoughts on how we can enhance performance and what adjustments can be made in the OKRs to reflect changes in the upcoming quarters. This proactive approach and openness to adapting OKRs have continuously improved our processes.”

He was excited to note, “Moreover, the same team I saw in February 2023 is now speaking a different language—they’re all about metrics and which would best suit specific objectives. Occasionally, they point out errors and suggest better alternatives, like replacing a task-tracked Key result with a control KPI to improve accuracy and relevance.

It’s a complete transformation from what it was before, facilitated by the extensive research work they’ve done and the training we’ve provided. Interacting with the team now feels like I’m dealing with a completely different group that’s more informed, engaged, and strategic in their approach to OKRs and Performance Management.”

Reflecting on nearly a year of experience with OKRs, what would you do differently to make the program even more successful?

Aveek Biswas replied, “Looking back, I suggest a more structured approach to our training process. Initially, we attempted to train everyone at once, which, in hindsight, was not the most effective method. A better plan would have involved training in batches, allowing us to tailor the sessions more closely to the needs of different groups within the hierarchy—from the top to the bottom.

Additionally, I would have implemented the entire PPT and the induction of Profit.co much earlier in the process rather than waiting until the third quarter. Implementing these resources from the very start would have fast-tracked our understanding and adoption of the OKR methodology across the organization.

These adjustments, focusing on phased, structured training and earlier resource implementation, would likely have enhanced the effectiveness of our OKR program and accelerated our progress toward organizational alignment and improved performance.”

From your experience, what suggestions or best practices would you advise for anyone planning to implement OKRs to ensure their program is successful?

Aveek Biswas replied, “From what we’ve learned, one key piece of advice I would offer is to explore and experiment with the various tools and functions available within your chosen OKR tool. Initially, we tried multiple approaches simultaneously—top-down, bottom-up—and admittedly, it created some chaos. But that’s perfectly fine because it’s through these experiences that you truly understand the process that fits best with your organizational needs.”

He went on to elaborate, “Every tool provides an array of functions, but identifying the most suitable process and functions for your organization is critical and often comes through trial and error. For instance, after using various functions of our OKR tool, we transitioned into integrating it with our Performance Management System (PMS). In our PMS, we conduct performance reviews on a quarterly basis rather than just mid-year or annually, which helps maintain a continuous review cycle.

Moreover, Profit.co tool includes various Employee Development Programs (EDP) like Performance Improvement Plans (PIP), Individual Development Plans (IDP), and Strategic Development Plans (SDP). Experimenting with these features has been incredibly beneficial.”

As a final note, he added, “Therefore, I strongly recommend that anyone implementing OKRs should not hesitate to try out every possible function within their tool. This approach will allow you to discover the processes and functions that best complement your organizational plans and ultimately ensure the success of your OKR program.”

Since you conduct a performance review every quarter, can you elaborate on the rationale behind this frequency and how the process might differ between quarter-end and year-end reviews?

Aveek Biswas explained, “The decision to implement quarterly performance review was driven by the desire to make the team accustomed to a regular process of performance evaluation. It’s about creating a rhythm within the team where everyone knows that at the end of each quarter, their performance will be evaluated. This routine includes various components, such as weekly check-ins, where employees can track their performance progress, voice any challenges or hurdles they’ve faced, seek suggestions, and make necessary improvements.”

He added, “The rationale behind quarterly reviews, as opposed to annual reviews, is that it allows for ongoing assessment and feedback. Each quarter, we record the scores an individual achieves, and these are summed up at the year’s end to constitute the annual performance score. This method ensures a thorough measurement of an individual’s performance throughout the year. Conducting it quarterly prevents the oversight of critical performance indicators that might be missed in an annual review.

Additionally, Profit.co tool helps maintain a record of various aspects such as the suggestions made, training needs identified, and any changes in the course of action throughout the year. This level of detail and transparency helps individuals clearly see where they currently stand and determine their next steps. Thus, our philosophy behind quarterly performance review is to maintain transparency and continuity in performance evaluation, making it an integral part of our performance culture.”

Would you say that OKRs are a crucial factor in enhancing Performance Management at Viacon?

Aveek Biswas affirms, “ Absolutely, OKRs are indeed a crucial factor in our Performance Management System. Since Viacon is at a growth stage, being agile is essential. The OKR methodology supports this agility beautifully. We set quarterly goals that are adaptable, allowing us to make necessary modifications and improvements every quarter. However, it’s important to note that while we adjust our quarterly goals, we maintain alignment with our annual objectives, ensuring we do not deviate from them.

This approach allows us to remain highly responsive to changes without losing sight of our long-term goals. By using this method and Profit.co tools, we foster an environment where agility is part of our organizational fabric. This agility is crucial for our growth and helps us respond effectively to the dynamic needs of our market and our internal processes.”

Could you share your overall experience with Profit.co, focusing on the tool itself, the people, and the company?

Aveek Biswas, “My experience with Profit.co has been outstanding. The support we’ve required has always been readily available, which speaks volumes about the professionalism of the team. I’ve had very close interactions with them, and whenever our HR team encounters any difficulties or issues, they reach out directly. Team members like Eswaramoorthy, Arun, Divya and Pinaki have been extremely supportive throughout our journey.

We’ve held numerous meetings and learning sessions, and the Profit.co team never seems tired of sharing their knowledge, which has been instrumental in making our OKR and Performance Management processes work effectively. Their flexibility in providing inputs and their willingness to assist us at any time make the OKR methodology even more appealing. It’s been a wonderful experience working with a team that is not only knowledgeable but also incredibly supportive and flexible.”