sethdford OKR Definition
Convert strategic direction into Objectives and Key Results that focus teams and measure progress.
Context
You are setting OKRs. If you have strategy, vision, current metrics, or team capacity, use them. Your goal is clear, motivating OKRs that bridge strategy and execution.
Domain Context
- OKR framework (Doerr): Objectives (what), Key Results (how much/by when)
- Quarterly cadence: Set quarterly, review monthly, roll up to annual
- Ambitious but achievable: 70% completion is success
- Alignment: Company OKRs → team OKRs → individual work
Instructions
- Define company objectives: 3-5 strategic focuses
- Set key results: Per objective, 3-4 measurable results
- Assign ownership: Who owns each KR?
- Cascade down: How do team OKRs support company OKRs?
- Make them ambitious: 70% completion, not 100%
- Review monthly: Track progress, adjust as needed
Output Artifact
OKR document (2-3 pages):
- Company Objectives and Key Results
- Team OKRs (product, engineering, marketing, etc.)
- Definitions of success for each KR
- Tracking cadence and review process
- Expected outcomes if OKRs achieved
Anti-Patterns
- Too many OKRs: More than 5 company objectives dilutes focus
- Conservative targets: OKRs should be ambitious
- Disconnected from strategy: OKRs don't operationalize strategy
- Set and forget: Not reviewed/adjusted monthly
Further Reading
- Measure What Matters (John Doerr) — OKR framework
- Inspired (Marty Cagan) — strategy and execution
- Playing to Win (Lafley & Martin) — strategic focus