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OKR Examples

The first step, always, is to create a goal. If you start creating OKRs from a Key Result, then you will certainly have an objective that simplifies the effort of your metrics, and that is precisely what does not harm the understanding of the methodology.

So imagine you have a goal of “Being much better health” – let's say that goal is motivated because your medical results haven't been good and that you don't believe you're living a life that favors your health.

HOW DO I KNOW I ACHIEVED MY GOAL?

Simply having good clinical results? Obviously not.

So your Key Results must, in addition to containing an improvement in critical clinical outcomes, include other metrics that prove your objective.

Decrease cholesterol level from 350 to 240 mg

Reduce workload from 42 to 30 hours per week

Increase physical activity practices from 2 to 10 hours per week

Reduce my weight from 90kg to 75kg

Look at the diversity of metrics I have to hit to prove my point. Now think. If instead of starting with the objective, I started with the key results, the possibility of you hitting my objective would be much smaller. Want to see how it would be different? Imagine you get the same KRs, without me specifying the goal. We could complete the following objectives:

Have a lighter life

Live without stress

Improve my weight

This feeling of multiplicity of opinions about a goal causes a terrible lack of alignment with the team. Let's go a little further.

Imagine if each of the KRs we created were distributed to each business area? Marketing responsible for increasing physical activity practices... , HR in reducing weight... How would the teams align? How do you know where all this is going?

HOW DO I MAKE IT SURE?

Make sure you are using the same KR metric. Putting progress metrics on an activity is not KR.
Example: Call 12 customers | Conquer 10 new partners.

Refuse goals like this:

- What to do or what not to do.
- Avoid common verbs that mean nothing, such as: guarantee, achieve, etc…

Always try to start your KRs with verbs that refer to : improve, reduce, increase.

So a value KR has a format:

Increase NPS from 46 (start point) to 54 (target)

We always say that if you don't assign KRs with success metrics, you can't guarantee what's expected. A project will always be a means and not an end activity. We do project X, for? Answer: Increase number of leads from X to Y, Reduce costs from X to Y, Increase conversion rate from X to Y.

When setting your OKRs, focus on the destination and not the means you plan to reach your goal.

In this case you change the initiative, the activities, the tasks that you will have to carry out to achieve and you do not change the KR which is what proves that you have arrived. If something is not being done to achieve KR, it most likely means that you will have to change the medium you are using.

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