What are OKRs?

Objectives and Key Results (OKRs) connect a clear objective with measurable results that show progress toward an intended outcome. The objective describes what the organization wants to achieve. The key results provide evidence of whether it is getting there.

Why it matters

OKRs help people agree on the change they want and recognize whether their work is moving them toward it.

How it works

Choose a small number of meaningful objectives. For each, define measurable key results with a clear starting point where available, an intended result, and a time horizon. Identify initiatives separately so people can change the work without losing sight of the outcome.

Review progress regularly. Discuss what the measures reveal, which assumptions are weakening, and whether the approach should change. Metrics need context: a target can be met while quality or customer experience deteriorates.

OKRs developed from earlier approaches to management by objectives, were shaped by Andy Grove's work at Intel, and became widely known through John Doerr and their use at Google. This history helps explain the emphasis on focus and measurable results.

Example

Imagine a product team choosing the objective 'Make getting started easier for new customers.' Its quarterly key results include raising successful first use from 55% to 75% and reducing median time to first value from five days to two. The team checks that it can measure both consistently, then tests clearer onboarding and timely assistance. Midway through the quarter, signups increase but successful first use does not. Rather than claim success from activity, it investigates where customers stall and changes its approach. The objective provides direction; the key results make progress toward the customer outcome visible.

Common misunderstanding

An objective can sound ambitious while its key results merely count completed activity. 'Run five workshops' says little about whether anyone can apply what they learned. Even a genuine outcome measure can become misleading if teams pursue the target while sacrificing quality or ignoring effects elsewhere.

Check whether each result demonstrates the intended change and whether the team can influence it. Review the evidence and tradeoffs behind the score. Using attainment alone to judge people can discourage ambitious learning and invite targets that are easy to meet.

Further reading

Google re:Work: goals and OKRs

Related terms

Outcome-Based Planning · Lean Value Tree (LVT) · Strategic Agility

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