What okrs is
OKRs, objectives and key results, are a goal-setting framework. An objective is a qualitative statement of what to achieve; each key result is a measurable outcome that shows progress towards it.
OKRs are usually set quarterly, cascade from company to team to individual, and are scored at the end of the cycle.
Why it matters
OKRs make priorities explicit and shared. When a team can see how its objectives connect to the company's, trade-offs become easier to make and to explain.
Common challenges
Tasks disguised as key results
A key result that is an activity ('launch the campaign') measures effort, not outcome.
Too many objectives
A long list of objectives is a to-do list, not a set of priorities.
Set and forgotten
OKRs reviewed only at quarter end cannot change behaviour during it.
The process, step by step
- 1
Set company objectives
A small number of objectives for the period.
- 2
Cascade
Teams and individuals set OKRs that contribute to those above them.
- 3
Check in
Update progress and confidence regularly through the quarter.
- 4
Score and reflect
Score key results at the end and record what was learned.
Best practices
- Keep objectives few and key results measurable.
- Record a confidence level with each progress update.
- Review OKRs in regular check-ins, not only at quarter end.
Mistakes to avoid
- Writing activities as key results.
- Tying OKR scores directly to pay, which discourages ambitious goals.
- Setting OKRs nobody looks at until they are scored.
How software helps
OKR software keeps the cascade visible, who contributes to what, and prompts regular check-ins with progress and confidence, so the quarter's goals stay in front of people rather than in a document.
Questions about okrs
A KPI is an ongoing measure of health, a number you watch continuously. An OKR is a time-bound goal to change something, with key results that show whether the change happened.
Few enough that they are genuine priorities. Most teams find a small handful of objectives, each with a few key results, is the limit of what they can focus on in a quarter.
Many organisations avoid a direct link, because it encourages people to set goals they know they can hit rather than ambitious ones.
An objective is a qualitative statement of what to achieve. A key result is a measurable outcome that shows progress towards that objective.
Usually quarterly, with scoring at the end of the cycle. Some organisations also set annual OKRs that quarterly ones contribute to.
Company objectives are set first, and teams and individuals then set OKRs that contribute to those above them, so everyone can see how their goals connect to the company's.
It should not be. A key result written as an activity, such as launching a campaign, measures effort rather than outcome.
A confidence level alongside each progress update shows whether a key result is still likely to be met, so problems surface during the quarter rather than at scoring time.