Introduction: Performance as a matter of ecosystem

What if your growth started to become blurred?

You've recruited the right people, put in place modern tools, defined a clear mission... but even so, it seems difficult to stay on course. Roles are overlapping, emergencies are taking precedence over priorities, and results are struggling to reflect your efforts.

At Kaikai, we've been through this pivotal phase. In 2025, against a backdrop of structuring and growth, we realised that sustainable performance is not based on a single factor. It is neither the talent of an individual, nor the solidity of a tool, nor the clarity of a mission that is sufficient. It is the dynamic harmonisation of these three dimensions: empowered talent, a structuring work environment, and a vision that is activated on a daily basis.

We therefore decided to act simultaneously on these three levers. This choice took the form of a coherent set of interconnected initiatives: personalised performance contracts, collective OKRs, improved internal tools, documentation of processes, and targeted support for skills.

Why structure our approach to performance?

In a fast-changing environment where autonomy, transparency and impact are becoming the hallmarks of performance, we have chosen to build a working framework that fosters commitment, clarity and accountability.

Our objectives:

• To move our management culture towards one of co-piloting and transparency.

• Transform the major strategic orientations into clear individual actions.

• Build a culture of measurement, learning and collective progress.

A foundation built around three pillars

1. A clear strategic vision, translated into OKRs

At our team retreat at the start of the year, we defined Kaikai's OKRs (Objectives and Key Results) around 4 axes:

• Diversification & expansion

• Visibility & communication

• Strengthening the team

• Data culture & management

These OKRs have become our collective compass. They have been shared, commented on, integrated into internal tools and, above all, translated into concrete individual objectives.

2. Modernised and shared internal management tools

We have strengthened our internal information system to :

• Monitor the progress of projects

• View KPIs in real time

• Document our SOP processes

• Improve team coordination

• Capitalise on learning

3. People empowered, supported and valued

The introduction of personalised performance contracts has been the unifying element of this dynamic. Each contract, drawn up with the employee, includes :

• A general objective

• Expected results and precise KPIs

• An expected professional stance

• A skills development component (certification, sharing, mentoring)

These contracts are assessed collectively, with a view to progress, not sanctions.

Feedback from employees during contract discussions: greater clarity, impact and alignment

• Clarity of priorities: everyone knows what they have to do, and why it matters.

• Better management: thanks to tools and weekly check-ins.

• Feedback culture: projects are discussed with greater transparency.

• Career development: each employee has a clear career path.

Conclusion: An integrated, dynamic and shared approach

What we have put in place is not a miracle tool, nor is it a fixed model. It's a living process, born of a real need and a collective desire to do better. It is based on one conviction:

Sustainable performance is born of the alignment between strategic vision, execution tools and the commitment of people.

We are sharing this experience to contribute to the debate on the management of impact organisations. And above all, to say that performance is not a pressure: it's a collective dynamic, demanding and exciting. At Kaikai, we want to ensure that performance meets meaning.

Would you like to implement a similar approach in your organisation?

Kaikai helps companies, NGOs, institutions and start-ups to implement integrated performance strategies. Our approach is based on three levers:

• Strategic alignment: identifying clear, mobilising collective objectives.

• Structuring tools and processes: putting in place simple, accessible systems that are connected to reality on the ground.

• Human support and empowerment: co-constructing roles, supporting change and developing talent.

If you want to embark on this type of transformation with your team, let's talk.

Contact us via www.kaikai.dev or directly by email at info@kaikai.dev