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okr

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Objectives and Key Results

OKRs work by separating the statement in the SMART goal into multiple tasks.

  • Key Results = The measurable outcomes that define when the objective has been met.
  • Key Results at a higher level of management, becomes the Objectives at a lower level.
  • OKRs are not designed to be fully completed
  • OKR Levels
    • Company, often updated annually
    • Dept/Team
    • Project

OKR Development Best Practices

  • Objectives should be motivational and inspiring.
  • Key results as being tactical and specific.
  • Objective describes what you want to do.
  • Key results describe how you’ll know you did it.

Criticism: True long-term thinking is goal-less thinking? (noted by James Clear in atomic-habits)

History

  • Andy, the CEO and later Chair of Intel, invented OKR, and managed the whole Intel through OKRs.
  • John Doerr, Chairman of Kleiner Perkins, wrote a book Measure What Matters, which popularized OKR.

Objectives

Objective = Defines what needs to be achieved, a desired outcome.

Strong objectives should be

  • Aspirational
  • Aligned with organizational goals
  • Action-oriented
  • Concrete
  • Significant

To shape the objectives, ask yourself and the team:

  • Does the objective help in achieving the project’s overall goals?
  • Does the objective align with company and departmental OKRs?
  • Is the objective inspiring and motivational?
  • Will achieving the objective make a significant impact?

Key Results

Strong key results should be

  • Results-oriented — not a task
  • Measurable and verifiable
  • Specific and time-bound
  • Aggressive yet realistic

To shape the key results, ask yourself and the team:

  • What does success mean?
  • What metrics would prove that we’ve successfully achieved the objective?

Tracking

Resources

Graph View

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