OKR & Strategy Execution Engine

Set bold objectives. Measure what matters. Execute with discipline. Review ruthlessly.

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Quick Health Check (/8)

Before building anything, score your current goal system:

Signal	✅ Healthy	❌ Broken
Written goals exist	Documented, shared	In someone's head
Goals have metrics	Every goal is measurable	"Improve customer experience"
Cascade is clear	Team goals → company goals	Disconnected silos
Review cadence exists	Weekly check-ins happen	Goals set then forgotten
Scoring is honest	Red/yellow/green with data	Everything is "on track"
Goals are ambitious	70% hit rate = healthy	100% hit rate = sandbagging
Resource allocation matches	Top goals get most time	Urgent eats important
Retros happen	Quarterly learning cycles	Same mistakes repeat

Score: /8 → ≤3 = rebuild from scratch, 4-5 = fix gaps, 6+ = optimize

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Phase 1: Strategic Foundation

Vision Statement (Revisit Annually)

Your vision is a direction, not a destination. 1-2 sentences max.

Formula:

We exist to [verb] [who] by [how], creating a world where [outcome].

Quality test:

• Inspiring (makes people want to show up)
• Directional (eliminates options that don't fit)
• Timeless (wouldn't change if product/market shifts)
• Memorable (can recite without reading)

Mission Statement

Mission = how you pursue the vision right now. Changes every 2-5 years.

Formula:

We [what we do] for [who] by [unique approach], delivering [measurable impact].

North Star Metric

One metric that captures the core value you deliver. Everything else is a supporting metric.

Selection criteria:

1. Reflects customer value delivered (not vanity)
2. Leading indicator of revenue (not lagging)
3. Measurable weekly (not annually)
4. Every team can influence it (not one department)

By business type:

Business Type	North Star Metric	Why
SaaS	Weekly Active Users or NRR	Usage = value = retention
Marketplace	Transactions per week	Liquidity = value for both sides
E-commerce	Revenue per visitor	Combines traffic quality + conversion + AOV
Services	Monthly recurring revenue	Predictable value delivery
Media/Content	Engaged time per user	Attention = ad/subscription value
B2B Enterprise	Expansion revenue %	Proves ongoing value post-sale

Strategic Pillars (3-5 Max)

Pillars are the 3-5 themes that your goals cluster around. They persist for 1-3 years.

strategic_pillars:
  - name: "Product-Led Growth"
    description: "Make the product the primary acquisition and expansion engine"
    north_star_contribution: "Drives WAU through self-serve onboarding"
    
  - name: "Enterprise Readiness"
    description: "Build features and processes that enterprise buyers require"
    north_star_contribution: "Drives NRR through larger deal sizes"
    
  - name: "Operational Excellence"
    description: "Reduce cost-to-serve and increase team velocity"
    north_star_contribution: "Enables more output per headcount"

Rule: If a goal doesn't map to a pillar, it doesn't get resourced.

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Phase 2: Annual Planning

Annual Goal Template

Set 3-5 annual goals. Each must connect to a strategic pillar.

annual_goal:
  id: "AG-2026-01"
  statement: "Reach $1M ARR through product-led acquisition"
  pillar: "Product-Led Growth"
  why_now: "Market window closing, competitors raising Series A"
  success_metric: "ARR ≥ $1M by Dec 31"
  current_baseline: "$120K ARR"
  milestones:
    q1: "$250K ARR"
    q2: "$450K ARR"
    q3: "$700K ARR"
    q4: "$1M ARR"
  dependencies:
    - "Hire 2 engineers by Feb"
    - "Launch self-serve by March"
  risk_factors:
    - "Churn > 5% monthly kills growth math"
    - "Engineering capacity if hiring delayed"
  owner: "CEO + CRO"

Annual Planning Ritual (1-2 Days)

Pre-work (1 week before):

• Each leader submits: top 3 wins, top 3 misses, top 3 opportunities for next year
• Finance provides: revenue forecast, budget constraints, headcount plan
• Product provides: competitive landscape, customer feedback themes

Day 1: Review & Align

1. Score last year's goals honestly (30 min)
2. External landscape review — market, competitors, macro (45 min)
3. Internal capability review — what are we great at? where do we suck? (30 min)
4. Confirm/update vision, mission, pillars (30 min)
5. Brainstorm annual goal candidates — aim for 10-15 (60 min)

Day 2: Prioritize & Commit

1. Score candidates on Impact × Feasibility matrix (45 min)
2. Select top 3-5 — kill the rest explicitly (30 min)
3. Define success metrics and quarterly milestones (60 min)
4. Assign owners — one person per goal (15 min)
5. Identify top 3 risks and mitigations (30 min)
6. Write up and share within 48 hours

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Phase 3: OKR Writing Methodology

The OKR Formula

OBJECTIVE: [Qualitative, inspiring, time-bound statement]
  KR1: [Metric] from [baseline] to [target] by [date]
  KR2: [Metric] from [baseline] to [target] by [date]
  KR3: [Metric] from [baseline] to [target] by [date]

Objective Quality Rules

Rule	Good	Bad
Qualitative	"Become the fastest way to onboard"	"Increase onboarding by 30%"
Inspiring	"Delight enterprise buyers"	"Complete enterprise features"
Time-bound	"This quarter" (implicit)	No deadline
Achievable-ish	70% confidence of hitting	100% or 10% confidence
Verb-forward	"Launch", "Build", "Dominate"	"Continue", "Maintain"
No metrics in objective	Described in key results	"Achieve 50% growth"

Key Result Quality Checklist

Every KR must pass ALL of these:

• Measurable — a number, not a judgment ("increase NPS from 32 to 50" not "improve satisfaction")
• Has a baseline — you know where you are today
• Has a target — specific number, not directional ("to 50" not "higher")
• Outcome-based — measures the result, not the activity ("reduce churn to 3%" not "launch retention emails")
• Within your control — your team can actually influence this
• Verifiable — someone else can confirm if it was hit
• Not a task — tasks go in your project plan, not your OKRs

KR Scoring (0.0 — 1.0)

Score	Meaning	Signal
0.0 - 0.3	Failed to make progress	Wrong goal or wrong approach
0.4 - 0.6	Made progress but fell short	Decent goal, execution gap
0.7	Hit target (this is the goal!)	Sweet spot — ambitious but achievable
0.8 - 1.0	Exceeded target	Either amazing execution or goal was too easy

Healthy OKR program: average score across all KRs = 0.6-0.7

• Average > 0.8 = goals are too safe (sandbagging)
• Average < 0.4 = goals are too aggressive or execution is broken

OKR Anti-Patterns

Anti-Pattern	Example	Fix
Task masquerading as KR	"Launch new onboarding flow"	"Reduce time-to-first-value from 7 days to 2 days"
Vanity metric	"Reach 10K Twitter followers"	"Generate 50 qualified leads from social"
Binary KR	"Ship enterprise SSO"	"Enterprise accounts using SSO: 0 → 15"
Sandbagging	Target you'll hit by week 3	Stretch to what you'd hit with exceptional execution
Too many OKRs	8 objectives, 24 KRs	Max 3-5 objectives, 2-4 KRs each
No owner	"The team" owns it	One person accountable per OKR
Moving goalposts	Change target mid-quarter	Lock targets; add context in scoring
Activity KR	"Send 500 outreach emails"	"Book 30 discovery calls from outbound"

OKR YAML Template

okr:
  quarter: "Q1 2026"
  team: "Growth"
  parent_annual_goal: "AG-2026-01"
  
  objective: "Make self-serve onboarding so good that word-of-mouth becomes our #1 channel"
  
  key_results:
    - id: "KR1"
      metric: "Time to first value (TTFV)"
      baseline: "7 days"
      target: "< 2 days"
      measurement: "Median from signup to first meaningful action"
      owner: "Sarah"
      confidence: 0.6  # at start of quarter
      
    - id: "KR2"
      metric: "Self-serve conversion rate"
      baseline: "8%"
      target: "18%"
      measurement: "Free trial → paid within 14 days"
      owner: "Mike"
      confidence: 0.5
      
    - id: "KR3"
      metric: "Organic referral signups"
      baseline: "12/month"
      target: "50/month"
      measurement: "Signups attributed to referral/word-of-mouth"
      owner: "Sarah"
      confidence: 0.4

  initiatives:  # HOW you'll hit the KRs (not OKRs themselves)
    - "Rebuild onboarding wizard with progressive disclosure"
    - "Add in-app referral program with credits"
    - "Weekly onboarding funnel analysis"

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Phase 4: Alignment & Cascading

Cascade Architecture

COMPANY OKRs (CEO + leadership)
  ↓ aligns to
TEAM/DEPARTMENT OKRs (team leads)
  ↓ aligns to
INDIVIDUAL OKRs or COMMITMENTS (ICs)

Alignment Rules

1. Every team OKR must support at least one company OKR — if it doesn't, why are you doing it?
2. Not everything cascades down literally — team interprets company goals through their lens
3. Bottom-up input is mandatory — teams propose OKRs, leadership adjusts, not top-down dictation
4. Cross-team dependencies are explicit — if your KR depends on another team, write it down
5. Max 60% of capacity on OKRs — leave 40% for operational work, fires, and innovation

Alignment Map Template

alignment_map:
  company_objective: "Become the fastest way to onboard"
  
  team_contributions:
    - team: "Product"
      objective: "Rebuild onboarding to be self-serve"
      key_results: ["TTFV < 2 days", "Self-serve conversion 18%"]
      
    - team: "Marketing"
      objective: "Make onboarding quality a core brand message"
      key_results: ["Case studies published: 5", "Onboarding-focused content: 40% of output"]
      
    - team: "Success"
      objective: "Eliminate onboarding as a churn driver"
      key_results: ["30-day churn from onboarding issues: < 2%", "Onboarding CSAT: > 4.5"]
      
  cross_dependencies:
    - from: "Marketing"
      to: "Product"
      need: "New onboarding screenshots and demo environment by week 3"
    - from: "Success"
      to: "Product"
      need: "In-app feedback widget for onboarding flows"

Individual Commitments (For ICs)

Not everyone needs formal OKRs. For individual contributors:

individual_commitment:
  name: "Alex"
  quarter: "Q1 2026"
  role: "Senior Engineer"
  
  commitments:
    - description: "Ship onboarding wizard v2"
      supports_kr: "TTFV < 2 days"
      milestones:
        - "Design complete by Jan 15"
        - "MVP in staging by Feb 1"
        - "GA with telemetry by Feb 15"
      
    - description: "Reduce p95 API latency to < 200ms"
      supports_kr: "Self-serve conversion 18%"
      milestone: "Completed by March 15"
      
  growth_goal: "Lead first architecture design review"

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Phase 5: KPI Dashboard

KPI Selection Framework

KPIs are always-on metrics. OKRs are quarterly focus areas. They complement each other.

KPI categories:

Category	Purpose	Examples
Health	Is the business alive?	MRR, burn rate, runway
Growth	Are we getting bigger?	MoM growth, new customers, expansion
Efficiency	Are we getting better?	CAC, LTV/CAC, magic number
Quality	Are customers happy?	NPS, CSAT, churn rate
Velocity	Are we moving fast?	Cycle time, deployment frequency

KPI Dashboard YAML

kpi_dashboard:
  cadence: "weekly"
  
  health_metrics:
    - name: "MRR"
      current: "$85K"
      target: "$100K"
      trend: "up"  # up/down/flat
      status: "yellow"  # green/yellow/red
      
    - name: "Gross Burn"
      current: "$45K/mo"
      target: "< $50K/mo"
      trend: "flat"
      status: "green"
      
    - name: "Runway"
      current: "18 months"
      target: "> 12 months"
      trend: "flat"
      status: "green"
  
  growth_metrics:
    - name: "New Customers (Monthly)"
      current: 12
      target: 20
      trend: "up"
      status: "yellow"
      
    - name: "Net Revenue Retention"
      current: "108%"
      target: "> 110%"
      trend: "up"
      status: "yellow"
  
  quality_metrics:
    - name: "Monthly Churn Rate"
      current: "4.2%"
      target: "< 3%"
      trend: "down"  # down is good for churn
      status: "red"
      
    - name: "NPS"
      current: 42
      target: "> 50"
      trend: "up"
      status: "yellow"

Metric Hygiene Rules

1. Every metric has an owner — one person updates it weekly
2. Every metric has a source of truth — where does the number come from?
3. Every metric has thresholds — green/yellow/red defined in advance
4. Review weekly, act on red — yellow is a watch, red is an action item
5. Limit to 10-15 KPIs — more = nobody reads the dashboard
6. Separate leading from lagging — leading indicators predict; lagging confirms
7. Never game a metric — if behavior changes to hit the number without delivering value, the metric is wrong

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Phase 6: Review Cadences

Weekly Check-In (30 min)

Purpose: Are we on track this week? Any blockers?

Format:

1. KPI dashboard review (5 min)
   - Any metric turn red since last week?
   - Action owner for each red metric

2. OKR confidence update (10 min)
   - Each KR owner: confidence score (0.0-1.0) + one sentence why
   - Flag anything that dropped > 0.2 since last week

3. Top 3 priorities this week (10 min)
   - Each team member: what are you working on?
   - Does it connect to an OKR? If not, why?

4. Blockers & asks (5 min)
   - What's stuck? Who can unblock it?

Rules:

• No status presentations — update a shared doc BEFORE the meeting
• Meeting is for discussion, not information transfer
• If everything is green and no blockers, cancel the meeting (seriously)

Monthly Review (60 min)

Purpose: Are we on track this quarter? Should we adjust?

1. KPI trend review (15 min)
   - Month-over-month trends for all KPIs
   - 3 metrics that improved most, 3 that degraded most

2. OKR mid-quarter assessment (20 min)
   - Score each KR honestly
   - Identify at-risk KRs — what's the rescue plan?
   - Any KR that's clearly going to miss 0.3 → discuss kill or pivot

3. Resource check (10 min)
   - Are the right people working on the right things?
   - Any reallocation needed?

4. Learnings & adjustments (15 min)
   - What surprised us this month?
   - What would we do differently?
   - Document decisions in meeting notes

Quarterly Planning & Retrospective (Half Day)

Morning: Retrospective (2 hours)

1. Score all KRs (30 min)
   - Final 0.0-1.0 score for each KR
   - Brief narrative: what happened and why

2. Objective-level scoring (15 min)
   - Average KR scores per objective
   - Did we achieve the spirit of the objective?

3. What worked? (20 min)
   - Practices, decisions, approaches that drove results
   - Capture for repetition

4. What didn't? (20 min)
   - What failed, was abandoned, or underperformed?
   - Root cause: wrong goal? wrong approach? wrong timing? under-resourced?

5. Lessons learned (15 min)
   - 3 things we'll do differently next quarter
   - 3 things we'll keep doing
   - 1 thing we'll stop doing

Afternoon: Next Quarter Planning (2 hours)

1. Annual goal progress check (15 min)
   - Are quarterly milestones on track?
   - Any annual goal that needs re-scoping?

2. Context update (15 min)
   - Market changes, competitive moves, customer feedback
   - Any new constraints or opportunities?

3. Draft OKRs (45 min)
   - Each team proposes 2-3 objectives with KRs
   - Stress-test: does this connect to annual goals?

4. Alignment review (30 min)
   - Map team OKRs to company OKRs
   - Identify cross-team dependencies
   - Resolve conflicts

5. Commit & communicate (15 min)
   - Lock objectives and key results
   - Set initial confidence scores
   - Assign owners
   - Share company-wide within 48 hours

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Phase 7: Accountability & Scoring

OKR Scoring Template

okr_score:
  quarter: "Q1 2026"
  team: "Growth"
  
  objective: "Make self-serve onboarding so good that word-of-mouth becomes our #1 channel"
  objective_score: 0.6  # weighted average of KRs + qualitative judgment
  
  key_results:
    - id: "KR1"
      metric: "TTFV"
      baseline: "7 days"
      target: "< 2 days"
      actual: "3.2 days"
      score: 0.5
      narrative: "Rebuilt wizard but edge cases with enterprise SSO added 2 days for 30% of users"
      
    - id: "KR2"
      metric: "Self-serve conversion"
      baseline: "8%"
      target: "18%"
      actual: "14%"
      score: 0.6
      narrative: "Improved significantly but pricing page redesign delayed to Q2"
      
    - id: "KR3"
      metric: "Organic referral signups"
      baseline: "12/month"
      target: "50/month"
      actual: "38/month"
      score: 0.7
      narrative: "Referral program launched week 4, ramped well. On trajectory for 50+ in Q2"
  
  lessons:
    - "SSO complexity was underestimated — involve security team in planning"
    - "Referral program should have launched week 1, not week 4"
    - "Pricing page has massive impact on conversion — prioritize in Q2"
  
  carry_forward:
    - "Enterprise SSO onboarding optimization"
    - "Pricing page redesign"

Grading Culture

Healthy scoring culture:

• 0.7 is a WIN — it means you set ambitious targets and mostly hit them
• Consistent 1.0 across the board = goals are too easy, push harder
• Consistent 0.3 = goals are disconnected from reality, recalibrate
• Misses are learning opportunities, not punishment
• Sandbagging (setting easy goals to look good) is worse than failing on ambitious ones

Red flags in scoring:

• Every team scores 0.8+ every quarter → sandbagging epidemic
• Scores are always exactly 0.7 → people are gaming the target
• Teams argue about scoring definitions after the quarter → define measurement upfront
• No one cares about the scores → OKRs aren't connected to actual work

Accountability Without Bureaucracy

For small teams (< 15 people):

• Company OKRs only (no team-level)
• Weekly standup covers OKR progress
• Quarterly retrospective + planning = one afternoon
• Individual commitments instead of individual OKRs

For medium teams (15-50 people):

• Company + team OKRs
• Weekly team check-ins + monthly leadership review
• Quarterly planning = half day per team + half day cross-team

For larger organizations (50+ people):

• Company + department + team OKRs
• Dedicated OKR champion/program manager
• Software tool for tracking (Lattice, Weekdone, Perdoo, etc.)
• Quarterly cycle with 2-week drafting period

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Phase 8: Common Scenarios

Scenario 1: First Time Setting OKRs

Start simple:

1. Set 2 company objectives with 3 KRs each (that's it)
2. Review weekly for one quarter
3. Score honestly at end of quarter
4. Add team-level OKRs in Q2 if Q1 worked

Common first-timer mistakes:

• Setting 8 objectives → pick 2-3
• Making KRs into task lists → focus on outcomes
• Not reviewing weekly → put it on the calendar NOW
• Changing goals mid-quarter → lock them, learn from the miss

Scenario 2: OKRs for a Solo Founder / Solopreneur

solo_okr:
  quarter: "Q1 2026"
  
  objective_1: "Build a revenue engine that doesn't depend on my time"
  key_results:
    - "Monthly recurring revenue from $2K to $8K"
    - "Percentage of revenue from productized offers: 0% to 60%"
    - "Hours worked per $1K revenue: 40 to 15"
  
  objective_2: "Establish market authority in [niche]"
  key_results:
    - "Email list from 200 to 1,000 subscribers"
    - "Inbound leads per month from 3 to 15"
    - "Published content pieces: 0 to 12"
  
  weekly_ritual: "Friday 30 min — update KR numbers, plan next week's top 3"
  monthly_ritual: "Last Friday — full review, adjust tactics (not goals)"

Scenario 3: Pivoting Mid-Quarter

Sometimes the world changes and your OKRs become irrelevant.

Decision framework:

1. Is this a temporary disruption or a fundamental shift? → Temporary = stay the course
2. Would continuing the OKR waste more than 20% of remaining quarter capacity? → Yes = pivot
3. Can you modify KRs without changing the objective? → Try this first

If you pivot:

• Score original OKRs as-is with narrative explaining the pivot
• Set new OKRs for remaining time with appropriately scaled targets
• Don't pretend the pivot didn't happen — document the learning

Scenario 4: OKRs Across Remote/Async Teams

• Written over verbal — all OKR updates in shared doc, not meetings
• Async weekly updates — each person posts by Friday EOD
• Sync monthly — video call for the monthly review only
• Time zone equity — rotate meeting times if team spans > 6 hours
• Overcommunicate confidence — in person you can read body language; async you can't

Scenario 5: Connecting OKRs to Performance Reviews

Caution: Tying OKR scores directly to compensation creates sandbagging.

Better approach:

• Evaluate EFFORT and LEARNING, not just score
• Someone who scores 0.5 on an ambitious OKR and learns from it > someone who scores 1.0 on a safe one
• Use OKRs as INPUT to performance conversations, not the grade itself
• Assess: Did they set good goals? Did they execute with discipline? Did they learn from misses?

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Phase 9: Goal Quality Scoring Rubric (0-100)

Dimension	Weight	0-25 (Poor)	50 (Okay)	75-100 (Excellent)
Ambition	15%	Obviously achievable	Moderate stretch	60-70% confidence, would be proud to hit
Measurability	20%	Vague, subjective	Has a metric but fuzzy measurement	Specific number, clear source, baseline documented
Alignment	15%	Doesn't connect to strategy	Loosely related	Directly supports a pillar + annual goal
Outcome Focus	20%	List of tasks/activities	Mix of outputs and outcomes	Pure outcome — measures the result, not the work
Ownership	10%	"The team" or unassigned	Team-level but no individual	One person accountable, they wrote the OKR
Time-Bound	10%	No deadline	"This quarter"	Specific milestones within the quarter
Independence	10%	Entirely dependent on other teams	Some dependency, documented	Primarily within your control

Scoring guide:

• 80-100: Ship it — this is a well-crafted OKR
• 60-79: Good foundation, tighten weak dimensions
• 40-59: Needs significant rework before committing
• Below 40: Start over — this isn't an OKR yet

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Phase 10: Tools & Templates

Quarterly OKR One-Pager

# Q[X] 20XX OKRs — [Team Name]

## Context
- Annual goal this supports: [reference]
- Key assumption: [what must be true for these to matter]
- Biggest risk: [what could derail us]

## Objective 1: [Inspiring statement]
| KR | Baseline | Target | Owner | Confidence |
|----|----------|--------|-------|------------|
| [metric] | [current] | [target] | [name] | [0.0-1.0] |
| [metric] | [current] | [target] | [name] | [0.0-1.0] |
| [metric] | [current] | [target] | [name] | [0.0-1.0] |

**Key initiatives:** [2-3 bullet points of HOW]

## Objective 2: [Inspiring statement]
[same format]

## Dependencies
- Need from [team]: [what] by [when]

## What we're NOT doing this quarter
- [Explicit list of things we're deprioritizing]

Weekly Update Template

# Weekly OKR Update — [Date]

## KPI Status
| Metric | Last Week | This Week | Status |
|--------|-----------|-----------|--------|
| [metric] | [value] | [value] | 🟢/🟡/🔴 |

## OKR Confidence
| KR | Last | Now | Δ | Note |
|----|------|-----|---|------|
| [KR1] | 0.6 | 0.5 | ↓ | [why it dropped] |

## Top 3 This Week
1. [priority] → supports [KR]
2. [priority] → supports [KR]
3. [priority] → operational

## Blockers
- [blocker] → need [action] from [person]

Retrospective Template

retrospective:
  quarter: "Q1 2026"
  date: "2026-04-01"
  
  scores:
    - objective: "[text]"
      score: 0.65
      key_results:
        - kr: "[text]"
          score: 0.7
        - kr: "[text]"
          score: 0.5
        - kr: "[text]"
          score: 0.75
  
  overall_average: 0.65
  
  wins:
    - "[what worked and why]"
    - "[what worked and why]"
  
  misses:
    - "[what failed and root cause]"
    - "[what failed and root cause]"
  
  keep_doing:
    - "[practice to continue]"
  
  start_doing:
    - "[new practice]"
  
  stop_doing:
    - "[practice to eliminate]"
  
  carry_forward_to_next_quarter:
    - "[unfinished work worth continuing]"

---

Phase 11: Advanced Patterns

OKRs + Agile Integration

Sprint planning connection:

• Each sprint should advance at least one KR
• Sprint goals reference which KR they support
• Sprint retro includes: "did this sprint move our OKRs?"
• If 3+ sprints pass without OKR progress, something is misaligned

Stretch Goals vs Committed Goals

Google-style two-tier approach:

• Committed OKRs (expect 1.0): must-hit goals with consequences for missing
• Aspirational OKRs (expect 0.7): ambitious stretch goals where 0.7 is success

When to use which:

• Revenue targets customers depend on → Committed
• Innovation or market expansion → Aspirational
• Operational SLAs → Committed
• Culture/employer brand → Aspirational

Leading vs Lagging Indicator Design

Every KR should ideally have a leading indicator you track weekly:

Lagging KR (quarterly)	Leading Indicator (weekly)
Revenue from $X to $Y	Pipeline generated this week
Churn from 5% to 3%	Health score distribution changes
NPS from 32 to 50	Support ticket resolution time
Conversion from 8% to 18%	Onboarding completion rate
New hires: 5	Candidates in pipeline by stage

Multi-Team OKR Dependencies

dependency_contract:
  provider_team: "Platform"
  consumer_team: "Growth"
  deliverable: "Self-serve SSO integration"
  needed_by: "2026-02-15"
  provider_kr: "Ship 3 enterprise features"
  consumer_kr: "Enterprise onboarding TTFV < 3 days"
  escalation_date: "2026-02-01"  # if not on track by this date, escalate
  status: "on_track"

OKRs for Non-Typical Roles

Support/Ops teams:

• Objective: "Deliver world-class support that turns users into advocates"
• KRs: First response time, CSAT, escalation rate, knowledge base deflection %

HR/People teams:

• Objective: "Build a hiring engine that attracts top talent faster"
• KRs: Time-to-fill, offer acceptance rate, 90-day retention, hiring manager satisfaction

Finance teams:

• Objective: "Give leadership real-time financial visibility"
• KRs: Monthly close time (days), forecast accuracy (%), board deck delivery (days before meeting)

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Phase 12: 10 OKR Commandments

1. Less is more — 3 objectives × 3 KRs = plenty. More = dilution.
2. Outcomes over outputs — Measure what changed, not what you did.
3. Honest scoring or don't bother — A dishonest 0.7 is worse than an honest 0.3.
4. Weekly rhythm or it dies — OKRs without regular check-ins are decoration.
5. One owner per OKR — Shared ownership = no ownership.
6. Lock goals, iterate tactics — Don't change the OKR mid-quarter; change how you pursue it.
7. Ambitious is calibrated — 70% hit rate is the target. Not 100%, not 30%.
8. Alignment ≠ top-down dictation — Teams propose, leadership aligns.
9. Say what you're NOT doing — Every yes requires explicit nos.
10. OKRs ≠ performance reviews — Use them as input, not the grade.

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10 Common Mistakes

#	Mistake	Fix
1	Too many OKRs	Max 3-5 objectives company-wide
2	KRs are tasks	Rewrite as measurable outcomes
3	No baseline	You can't improve what you haven't measured
4	Set and forget	Weekly reviews are non-negotiable
5	100% hit rate	You're sandbagging — aim higher
6	Changing goals mid-quarter	Lock them; learn from the miss
7	OKRs in a spreadsheet nobody opens	Put them where daily work happens
8	No retrospective	Without learning, cycles are just calendars
9	Top-down only	Bottom-up input creates buy-in and better goals
10	Conflating KPIs and OKRs	KPIs = always-on health; OKRs = quarterly focus

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Natural Language Commands

• "Set OKRs for Q[X]" → Phase 3 template + scoring
• "Score our OKRs" → Phase 7 scoring template
• "Run quarterly planning" → Phase 6 full retrospective + planning ritual
• "Create KPI dashboard" → Phase 5 dashboard YAML
• "Check OKR alignment" → Phase 4 alignment map
• "Write annual goals" → Phase 2 annual goal template
• "Weekly OKR update" → Phase 6 weekly template
• "Grade this OKR" → Phase 9 rubric (0-100)
• "Plan our retro" → Phase 6 retrospective template
• "Help me write a key result" → Phase 3 quality checklist
• "What's our north star?" → Phase 1 north star selection
• "OKRs for solo founder" → Phase 8 Scenario 2