OKRs explained: how to write objectives and key results, with examples
OKRs (Objectives and Key Results) are a goal-setting framework where each objective is an ambitious, qualitative goal and each key result is a measurable outcome that proves progress. Set three to five objectives per quarter, each with three to five key results, measure outcomes rather than tasks, review weekly, and score at the end of the quarter.
- Objectives inspire; key results measure
- Key results are outcomes, not tasks
- Three to five objectives, three to five key results each
- Review progress weekly, score quarterly
- Keep OKRs separate from appraisal ratings so people set ambitious goals
OKRs are one of the most widely used goal-setting frameworks in the world. They were developed by Andy Grove at Intel, brought to Google by John Doerr in 1999, and are now used by startups and large companies alike, including many in India.
What OKRs are
- Objective: what you want to achieve. Qualitative, ambitious and memorable.
- Key results: how you'll know you achieved it. Three to five measurable outcomes, each with a number and a deadline.
A simple test from Doerr: "I will [objective] as measured by [key results]."
How to write a good objective
A good objective is:
- Short and clear: someone outside the team understands it.
- Ambitious: it stretches the team, but it's not fantasy.
- Time-bound: usually one quarter.
Weak: "Improve marketing." Strong: "Make our brand the first choice for first-time home buyers in Pune."
How to write good key results
Key results measure outcomes, not activities.
| Activity (avoid) | Outcome (use) |
|---|---|
| Launch 3 campaigns | Grow qualified leads from 400 to 700 a month |
| Hold training sessions | Raise first-call resolution from 62% to 75% |
| Redesign the website | Increase demo bookings from the website by 40% |
Activities still matter. They go into your plan, not your key results.
OKR examples by team
Sales
Objective: Break into the mid-market segment. KR1: Sign 12 new mid-market customers. KR2: Grow mid-market pipeline from Rs 2 crore to Rs 6 crore. KR3: Cut average sales cycle from 75 to 55 days.
Marketing
Objective: Become the go-to brand for D2C founders. KR1: Grow organic website traffic from 20,000 to 35,000 visits a month. KR2: Generate 300 sales-qualified leads. KR3: Lower cost per lead from Rs 900 to Rs 650.
Operations
Objective: Deliver every order on time, every time. KR1: Raise on-time delivery from 88% to 97%. KR2: Reduce damaged shipments from 2.1% to 0.8%. KR3: Cut cost per delivery by 10%.
HR
Objective: Make us a place great people want to stay. KR1: Reduce regretted attrition from 18% to 12% (annualised). KR2: Raise engagement survey score from 68 to 75. KR3: Fill 90% of open roles within 45 days.
How to run OKRs
- Set company OKRs first, then let teams propose their own that support them. Aim for a mix of top-down and bottom-up.
- Keep the number small: three to five objectives in total for a team.
- Check in weekly: progress on each key result, confidence (on track, at risk, off track), and blockers.
- Score at the end of the quarter: commonly from 0 to 1. For stretch goals, around 0.7 is often treated as a good result.
- Reflect and reset: what did we learn, what carries over, what do we drop?
OKRs vs KPIs
KPIs are the health metrics you monitor all the time (revenue, attrition, uptime). OKRs are the few things you want to change significantly this quarter. A KPI that's off track often becomes the subject of an OKR.
Common mistakes
- Too many OKRs, so nothing gets focus.
- Key results that are just a to-do list.
- Tying OKR scores directly to bonuses, so people set safe goals.
- Setting them in January and looking again in March.
- No single owner for each key result.
Frequently asked questions
What does OKR stand for?
OKR stands for Objectives and Key Results, a goal-setting framework that pairs an ambitious goal with measurable outcomes.
How many OKRs should a team have?
Usually three to five objectives per quarter, each with three to five key results. Fewer is often better.
What's the difference between OKRs and KPIs?
KPIs track the ongoing health of the business. OKRs focus effort on a few significant changes for a set period, usually a quarter.
Should OKRs be linked to performance appraisals?
Most practitioners recommend keeping them separate, so people set ambitious goals without fear of being penalised for a stretch target.
How do I show OKR experience on my resume?
Lead with the result, not the process: "Owned the quarterly OKR for mid-market growth; grew pipeline from Rs 2 crore to Rs 6 crore in two quarters."
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