๐ฎ๐ณ India โ worxmate.ai/okr-software-india
Built for India's
performance evolution
from KRAs to OKRs to AI
100+ Indian organisations have moved from annual KRA cycles to continuous, AI-powered OKR execution with Worxmate. From IT and SaaS to pharmaceuticals, BFSI and manufacturing โ with an India team in Pune and a consulting layer that understands the Indian corporate context.
Trusted by performance-led Indian organisations
HCLTech IT Services
JB Pharma Pharmaceuticals
Compucom Technology
Parkar IT Services
Testrig Software Testing
+ 95 more
100+
Indian organisations
15+
Indian sectors served
4.8โ
On G2
Pune
India HQ
Why Indian organisations are looking at Worxmate now
Two reasons the timing is right for Indian organisations
The Indian OKR software market has two significant events driving demand right now. Worxmate is positioned to address both.
โก Immediate opportunity
Microsoft retired Viva Goals in 2025. Thousands of enterprise teams are actively looking for a replacement.
Viva Goals was the OKR tool embedded in Microsoft 365 โ used by thousands of organisations because it was already in their Microsoft estate. Microsoft retired it quietly. The teams using it now need a replacement that is more intelligent, not less.
Worxmate is not a like-for-like Viva Goals replacement โ it is a significant upgrade
OKR tracking plus three AI intelligence models (Orbit, Axis, Nexus) that Viva Goals never had
Migration support available โ OKR data, templates and cycle structure preserved
Microsoft Teams and 365 integrations maintained
๐ฎ๐ณ Indian market context
Indian organisations are moving to continuous OKR-driven performance โ and looking for genuine intelligence.
The Indian HR technology market is maturing rapidly. CHROs and strategy leaders in Indian mid-market and enterprise organisations are looking for performance management tools that go beyond dashboards โ tools that generate intelligence from their data and surface the decisions that matter.
Indian financial year alignment โ April to March โ natively supported
INR pricing available โ no dollar-converted enterprise pricing
GDPR-compliant data processing โ Indian data residency options available
Pune-based team โ IST scheduling for all demo and support
Microsoft Viva Goals โ what comes next
Viva Goals closed. Your OKR strategy does not have to.
Microsoft retired Viva Goals in 2025. Here is what Indian organisations moving to Worxmate gain โ and what the migration looks like in practice.
โ ๏ธ
If your organisation was using Viva Goals โ this is for you
Microsoft retired Viva Goals in April 2025. Your team's OKR data and methodology still has a home.
Worxmate is not a like-for-like replacement. It is the upgrade Viva Goals was never able to be โ because Viva Goals was an OKR tracking tool inside a productivity suite. Worxmate is an AI intelligence platform that happens to include best-in-class OKR software. The difference is not cosmetic. Orbit, Axis and Nexus are three AI models that read your OKR data and surface the intelligence to act on it โ something no Viva Goals replacement on the market currently offers.
AI intelligence for Indian organisations
Orbit, Axis and Nexus โ applied to Indian business realities
Three AI models reading three layers of your Indian organisation โ with scenarios drawn from the sectors and situations Indian leaders actually face.
Orbit detecting โ IT Services company, Bengaluru
๐ข 800-person IT services firm ยท High attrition sector
Three senior engineers on the same product team have quietly disengaged over the past 8 weeks. All three are completing their sprint OKRs. Two are being approached by a competitor offering a 40% salary increase.
What Orbit surfaces โ 6 weeks earlier
Orbit flags disengagement patterns across all three individuals โ with confidence levels of 74%, 81% and 68% respectively โ and identifies that the OKR completion scores are masking the underlying disengagement. Each manager receives a specific coaching prompt before any exit decision is made.
Outcome: Two of three are retained through targeted conversations and a structured career growth plan. The third exits โ but on good terms, with a 4-week handover. Replacement cost for two senior engineers avoided: estimated โน28โ35 lakhs.
Explore Orbit in full โ
Orbit detecting โ Pharmaceutical company, Mumbai
๐ฅ JB Pharma-type organisation ยท L&D-driven performance
A high-performing L&D manager who has built the company's flagship OKR training programme has entered a plateau. She has not asked for a promotion in 18 months. She has not received one either. Her growth trajectory is accelerating. Orbit has noticed.
What Orbit surfaces
Orbit flags a high-growth trajectory and a recognition gap โ identifying that her development velocity places her in the top 8% of her cohort. The Talent Head receives an alert: "This individual is ready for a senior role conversation. A proactive development discussion in the next 2 weeks is recommended."
Outcome: Promoted to Learning Head within the next quarter. She leads the OKR rollout to two new business units. The company retains the person who built its performance management capability.
Explore Orbit in full โ
Axis detecting โ SaaS company, Pune
๐ป 350-person SaaS company ยท Q3 revenue pressure
It is October โ the second quarter of the Indian financial year. The revenue OKR is at 58% of target with 6 weeks left in the half-year review period. The board meets in November. Leadership has four competing theories about what to do.
What Axis surfaces
Axis reads the full commercial picture โ identifying that the enterprise new-business pipeline is healthy but slow to close, while the mid-market upsell motion is running at 34% of its KR and has historically been the fastest revenue recovery channel. Axis recommends a 6-week upsell sprint with 2 CS team members redirected โ projected to recover 74% of the gap.
Outcome: Sprint activated. Board meeting presents a specific recovery plan rather than a set of competing theories. Half-year closes at 89% of target โ significantly better than the no-intervention trajectory of 58%.
Explore Axis in full โ
Axis detecting โ Manufacturing company, Pune
๐ญ 2,000-person manufacturing group ยท OKR first cycle
A manufacturing conglomerate in its first OKR cycle has reported 88% completion across all business units in April โ the end of the financial year. Strategic outcomes โ cost reduction, capacity utilisation improvement โ have not moved. The MD asks why.
What Axis surfaces
Axis detects OKR-outcome decoupling โ identifying that 71% of KRs across the organisation were activity-based metrics measuring process compliance, not business outcomes. Teams completed their OKRs correctly. The OKRs were not written to produce the outcomes the strategy required. Axis produces 18 rewritten KRs for the new financial year โ April cycle.
Outcome: New FY OKRs redesigned before the April cycle begins. Strategic outcomes begin moving within Q1 of the new year. The MD conversation shifts from "why didn't OKRs work?" to "this is how we fix them."
Explore Axis in full โ
Nexus detecting โ BFSI company, Mumbai
๐ฆ NBFC, 1,200 employees ยท Post-restructure
A mid-size NBFC restructured its business units from product-based to customer-segment-based in January. Six months in, the business units are reporting OKR progress. The customer-facing outcomes the restructure was supposed to produce โ faster loan processing, improved cross-sell rates โ have not materialised.
What Nexus surfaces
Nexus maps the cascade from the restructure rationale to the actual OKRs in place โ and identifies that the three BUs are operating with independent OKR sets that have no shared accountability for the customer-segment outcomes the restructure intended. The structural design changed. The OKR structure did not. Nexus produces a shared OKR framework that creates joint accountability across all three BUs.
Outcome: Shared OKR framework implemented at the start of Q3. Cross-sell rate improves within 60 days. The restructure begins producing the outcomes it was designed for โ 6 months later than it should have, but before the board loses confidence in the change.
Explore Nexus in full โ
Nexus detecting โ IT Services company, Hyderabad
๐ผ Listed IT services company ยท Strategy cascade
A listed IT services company launched a "Digitalisation-first" strategy in April โ the start of the financial year. By July, the leadership team is reporting alignment. Three of five business units have OKRs that do not connect to the digitalisation strategy in any meaningful way.
What Nexus surfaces
Nexus identifies the cascade break โ mapping exactly where the "Digitalisation-first" strategy stopped cascading into BU OKRs and was replaced by operational continuity objectives dressed in strategic language. Three BU heads receive specific OKR realignment recommendations before the Q2 review forces the conversation publicly.
Outcome: BU OKRs realigned by the end of Q1. The H1 board presentation is built on genuine strategic alignment โ not reported alignment. The digitalisation strategy begins producing results that the board can see in the H1 numbers.
Explore Nexus in full โ
Sectors we work with in India
Deep experience across India's fastest-growing sectors
OKR and performance management challenges are different in every sector. Worxmate's India team has worked across all of them.
๐ป
IT & SaaS
Managing attrition, aligning engineering OKRs with product outcomes, and connecting L&D to performance in high-growth tech organisations.
HCLTech ยท Compucom ยท Parkar ยท Testrig
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Pharmaceuticals
Aligning sales force OKRs with regulatory timelines, connecting L&D outcomes to field performance, and managing distributed teams.
JB Pharmaceuticals ยท Life sciences firms
๐ญ
Manufacturing
Translating production and quality OKRs into individual accountability, managing the KRA-to-OKR transition for large unionised workforces.
Industrial groups ยท Automotive suppliers
๐ฆ
BFSI
Connecting branch-level performance OKRs to company strategic targets, managing cross-functional dependencies across lending, risk and operations.
NBFCs ยท Insurance companies ยท Banks
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Retail & FMCG
Aligning field sales OKRs with category and channel strategies, managing performance across geographically distributed teams.
Consumer goods ยท D2C brands ยท Retail chains
๐ฅ
Healthcare
Connecting clinical and operational OKRs, managing performance in organisations where outcomes are measured in patient results not just revenue.
Hospital groups ยท Healthcare tech
๐งญ India Consulting Team
Not just OKR software. A team that has done this in Indian organisations before.
Most OKR implementations in India fail not because the software is wrong โ but because the OKR thinking is weak and the change management underestimates the cultural dynamics of moving from KRAs. Worxmate's India consulting team has delivered OKR implementations and workshops across IT, pharma, manufacturing and BFSI organisations โ with an understanding of how performance conversations actually work in Indian corporates, not how they should work in theory.
Madhusudan Nayak
Principal OKR Advisor โ India & APAC
IT & SaaS
Pharmaceuticals
Manufacturing
BFSI
APAC ยท Middle East ยท Europe
"The shift from KRAs to OKRs is not a software change. It is a mindset change. Our job is to make that transition feel like a natural evolution โ not a disruption imposed from above."
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OKR readiness assessment
A structured diagnostic of your organisation's readiness for OKRs โ before you invest in a platform and a rollout.
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KRA-to-OKR transition workshops
Role-specific workshops for leadership, managers and ICs โ covering the shift from KRA thinking to OKR thinking in the Indian context.
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AprilโMarch cycle design
OKR cycle architecture designed around the Indian financial year โ increment cycles, appraisal windows and Q1 planning all aligned.
๐
End-of-cycle retrospectives
Facilitated quarter-end and year-end retrospectives โ reviewing what the OKR data shows and how to improve the next cycle's design.
What Indian organisations say
Heard from the people who made the decision
Every quote below is from a senior leader at an Indian organisation who implemented Worxmate.
"Worxmate gave our HR team something we had never had before โ a clear picture of where performance energy was concentrated and where it was quietly draining away. It fundamentally changed how we plan our people strategy. The OKR consulting support made the difference. We had tried to implement OKRs before without it. This time it worked."
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General Manager โ Human Resources
HCLTech ยท India
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"Within two quarters our L&D outcomes were directly tied to business goals for the first time. The consulting team understood our April-March cycle and built the OKR framework around it โ not the other way around."
Head of Learning & DevelopmentJB Pharmaceuticals ยท Mumbai
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"The implementation was measured in weeks. The team understood our structure, our hierarchy and the KRA mindset we were moving away from. We were live before our financial year Q1 planning cycle."
Training ManagerCompucom ยท India
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"As a founder-led company, I needed something that could grow with us. Worxmate gave us an OKR platform and a consulting partner who could guide us through our first three cycles. The Pune team's availability in IST made every conversation easy."
Founder & CEOTestrig Technologies ยท India
100+
Indian orgs deployed
4 wks
Implementation time
73%
Attrition risk reduction
4.8โ
G2 rating (India)
KEY INFORMATION AND CLARIFICATIONS
Frequently Asked Questions
The questions Indian HR and business leaders ask most often before making a structural performance management decision.
What is the best OKR software for Indian companies in 2026?
Worxmate is purpose-configured for Indian organisations โ with support for the April-March financial year, INR pricing, a Pune-based consulting team, and a KRA-to-OKR migration pathway. 100+ Indian organisations across IT, pharmaceuticals, manufacturing, BFSI and retail have deployed Worxmate and rate it 4.8/5 on G2.
How do OKRs work with the Indian financial year (April to March)?
Worxmate's OKR cycle is fully configurable to the Indian financial year. Annual OKRs, half-year reviews and quarterly cycles all align to April-March. Increment cycles, appraisal windows and performance review timelines can all be configured within the platform without workarounds.
How is Worxmate different from KRA-based performance management?
KRAs define the areas someone is responsible for. OKRs define the specific outcomes they will deliver and how those outcomes will be measured. Worxmate supports the transition from KRA-based appraisals to OKR-driven performance โ including consulting support, change management and a structured migration pathway for teams that have spent years in a KRA mindset.
Does Worxmate offer INR pricing for Indian companies?
Yes. Pricing in Indian Rupees is available for Indian organisations. Contact our Pune team for a customised INR quote based on your organisation size and requirements. Pricing is not a dollar conversion โ it is calibrated for the Indian market.
Does Worxmate work for first-time OKR implementations in India?
Yes โ and this is where the Worxmate consulting layer is most valuable. Most of the 100+ Indian organisations that have deployed Worxmate were implementing OKRs for the first time. The platform includes OKR readiness assessment, KRA-to-OKR transition workshops, cycle design support and ongoing retrospective facilitation โ so you do not need to figure out OKRs and learn a new platform simultaneously.
What sectors does Worxmate serve in India?
Worxmate serves IT and SaaS, pharmaceuticals and life sciences, manufacturing, BFSI, retail and FMCG, and healthcare organisations across India. Clients include HCLTech, JB Pharmaceuticals, Compucom, Parkar and Testrig among others.
๐ฎ๐ณ India โ Book your consultation
Book an OKR readiness consultation with our India team
Not a generic demo. A 30-minute conversation with our Pune-based team โ focused on your sector, your current performance management process, and whether Worxmate is the right fit for your organisation right now.
IST scheduling โ morning and afternoon slots available
India team responds within 2 business hours
KRA-to-OKR transition expertise included
INR pricing shared in first conversation
Most Indian organisations are live within 4 weeks
Book your OKR consultation
Real human responds within 2 hours.
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