OKR examples

This page is in two parts. We have found that before you review OKR examples it helps to review how OKRs are written. This way you are in a better position to understand the examples described below for both Objectives and Key Results. The good news is there are lots of examples to learn from. They start with Company OKRs and extend to examples of OKRs for all of the common departments found in a company.

Part 1 – A step-by-step guide to writing great OKRs

Part 2 – Over 100 examples of OKRs that you can learn from and use right away.

There is even a story of a company we called ABC Inc. that describes OKRs from the Company level down across a number of departments.

They have been combined as reading part 1 helps you to understand and use part 2 more effectively.

A simple guide to writing OKRs

In learning to write and manage OKRs, if you’re not careful you can find yourself down rabbit holes and get the impression that OKRs are complicated, when they are simply goals. Every company, team and individual benefits from having them. So let’s write some goals.

Good goals happen through discussions and describe precisely where the biggest improvements need to be made, and a desirable future end-state that is hard to achieve and measurable. Nothing more or less.

  • What improvements do you want or even need to achieve and why?
  • Which measurements, if achieved would help us achieve that Objective?
  • If you were to dare to dream, what would be an amazing set of outcomes?

John Doerr, who introduced OKR to Google, uses a simple way to express how you should write OKR.

OBJECTIVE: I will: E.g. Grow our Product Range

KEY RESULT: As measured by: ____________________

 Another approach that can make it easier to write good OKRs is:
OBJECTIVE: What do we need to achieve and why?
KEY RESULT: We will achieve this if we get anywhere near this target by the end of the year / quarter
KEY RESULT: And this target
KEY RESULT: And this one

The above format would then look like:
OBJECTIVE: Grow our Product Range so customer get what they want more often
KEY RESULT: Increase SKUs from 5000 to 10000
KEY RESULT: Increase website conversion from 3.5% to 5%
KEY RESULT: Increase Average Order Size from $130 to $200

Further down this page you will find lots of OKR examples that bring this to life more as it can still feel a little abstract at this point.
Our advice to the right on how to write an Objective can feel like a lot of rules at first but it’s really not that complicated. Just describe the ‘what’ and ‘why’ in a positive way.


How to write an Objective

  • Describe the change the company or team wants to see
  • Read a little like a Mission Statement for a Year or a Quarter
  • Describe the challenge / opportunity
  • Describe the benefits to help the reader understand ‘what’ and ‘why’
  • Be qualitative and not quantitative – that’s what Key results are for
  • Be positive and even inspirational


Financial Objective Examples

  • Increase profitability so we can re-invest more in growth
  • Diversify revenue sources so we are more resilient to change
  • Reduce the Cost of Production so we are more price competitive


Customer & Product Centric Objective Examples

  • High levels customer satisfaction will be the foundations for growth
  • Launch a product that customers clearly value and prefer
  • Achieve Product Market Fit so we can fund growth
  • Deliver customer value faster and usage and revenue will grow
  • Increase customer choice and we will grow AOVs and order frequency
  • Lead the way on price and sell way more
  • Proactively provide support and deal with issues faster
  • Be seen as trusted advisor and business partner
  • Be the ‘go-to’ company for X
  • Provide more opportunities for customers to grow and we grow
  • Be considered a long-term partner
  • Build deeper relationships with customers so we know how and when to help
  • Provide expert guidance when needed
  • Understand customer needs and we can help them succeed


Process Centric Objective Examples

  • Make our complicated reporting process simple
  • Improve target account selection process to sell more
  • Improve Marketing & Sales alignment to drive more sales
  • Expand into new territories to grow our sales
  • Strengthen Key Account relationships to remove high value churn
  • Improve management of Risk & Compliance
  • Create a plan for fast full system recovery
  • Use technology to improve efficiency of X
  • Improve the Procurement Process to we have the best suppliers
  • Make distribution more efficient so we improve margins
  • Gather and share customer insights systematically


People & Learning Centric Objective Examples

  • Company-wide continual learning and development helps everyone succeed
  • Make high levels of Psychologically Safety a company-wide standard
  • Make goal, role & executional plan clarity a given so we know how we all succeed
  • Ensure all of the work we do has a know impact
  • Make appraisals a positive experience
  • Help our managers become multipliers and never diminishers
  • Provide wellbeing support to those that need it
  • Compensation & benefits are fair, consistent and competitive

The C-Suites Guide To OKR


Thinking about using OKR?

This is what you and your colleagues need to know about succeeding with this goal setting framework.

How to write Key Results

Everyone is busy, and everybody wants to know that the work that they are doing is helping their team and company succeed. This is where well thought out Key results come in. You’re trying to connect the work that is happening with outcomes.

This means that the ‘as measured by’ Key Results are the ‘success criteria’ for your Objective. The measurable ‘outcomes’ you want to achieve at the end of a period of time, usually a Year or Quarter.

When you look on the web for OKR examples you will find lots of variation in how Key Results are written. Some good and some really bad. That said, the thing about an open-source framework like OKR is that if you follow a few guiding principles you can relax a bit and not let the best get in the way of the good, or good enough.


The Best Key Results Have Measurable Outcomes

Metrics / KPIs Make Great Key Results

Key Results that are trying to improve metrics make great Key Results. The debate then becomes about which and how many metrics to measure, and what the target values should be. We will discuss Key Result difficulty and OKR grading in a moment.

  • Increase [METRIC /KPI] from X to Y
  • Reduce [METRIC /KPI] from X to Y
  • Keep [METRIC /KPI] above X
  • Keep [METRIC /KPI] below X
  • Keep [METRIC /KPI] between X & Y

Give thought to how the target is achieved as well. If you are trying to increase a KPI to a target value, is success measured by:

  • The metric value at the end of the year or quarter
  • The sum of the weekly or monthly value updates
  • An average of the weekly or monthly updates across the year or quarter


Milestones Can Work As Key Results As Well

If your Objective is to achieve specific milestones in a period then your might set-up a Key Result that looks like this in ZOKRI. This type of Key Result could easily be an To-dos as it’s an Activity / Project.

Open New Office Location

0% Start
5% Propose Region
10% Agree Region
15% Propose Location
20% Agree Location
50% Hire Region Head
70% Acquire Office
80% Hire Team
100% Up & Running

The definition of what success looks like for Milestone Key Results is a little more complicated as it might be Hard to achieve but unlike KPI based Key Results, 70% might not be a good result. So if you do want to use Milestones as a Key Result and not an To-dos, where possible we would recommend setting the difficulty as Business-as-Usual, where 100% is the definition of success.


Key Results With Harder To Measure Outcomes

Binary Key Results

There’s no rule that says Key Results can not be binary – either done or not done. It is however hard to track progress between weeks, and it’s hard to grade as 70% of not done is a little strange. That said we do have the ‘Confidence’ input in ZOKRI. If progress looks back in time, Confidence is a prediction of the future state of your Key Result and can actually be a better indicator of how a Key Result is progressing.


Activity Based Key Results

With Key Results you want to be measuring outcomes not effort. This means you’re measuring a ‘success factor’, not your means of achieving success.

The general guidance is that if you’re doing an activity that involves: completing, defining, providing, helping, developing, planning, creating, delivering, building, implementing, releasing, or launching, then this might be better denied as an To-dos. To-dos can have more flexible due dates that can be within a period or extend beyond the standard OKR planning periods. Which is common for activities.

That said, if you want to create Key Results that are activities you can. ZOKRI makes these easy as well and even link tools like Jira to a Key Result in a number of different ways.


Try To Turn Activity Based Key Results To Outcome Based Key Results

If your Key Results involve:

  • Completing
  • Defining
  • Providing
  • Helping
  • Developing
  • Planning
  • Creating
  • Delivering
  • Building
  • Implementing
  • Releasing
  • Launching

And success means completing valuable and important projects and tasks, then a question that needs to be answered is – what would be the impact of delivering this project or task?


What would be the desired measurable outcomes?

If we ‘build’ the new feature we ‘think’ we will:

  • Increase Weekly Active User from X to Y
  • Increase Free to Paid Conversions from X% to Y%

If we ‘launch’ a campaign we ‘think’ we will:

  • Increase Organic Traffic from Paid Search Keywords by 20%
  • Generate 1000 downloads
  • Generate 200 MQLs for Sales

If we ‘complete’ the re-platforming of our tech we ‘think’ we will:

  • Increase Story Points Per sprint from X to Y
  • Increase release frequency from X to Y
  • Reduce Customer Reported Bugs from X to Y


Try making your Activity your Objective

Another way to make activities in to OKRs is to use the activity as the Objective. For example:

Launch [FEATURE NAME] to help sell and retain more customers

  • Get 50% of existing customer adoption to adopt new feature
  • Reduce X as reason for churn or closed / lost to zero

“Avoiding measurement is a zero sum game where the impact of hard work is ambiguous and therefore matters less, we ultimately achieve less, and perhaps worse of all, we learn less because we can’t connect what we’re doing with what works or doesn’t – opening the door to being busy doing things that don’t work.”


Key Result guidance

  • Create a set of 2 to 4 Key Results for each Objective
  • Key Results should be measurable and therefore ‘ideally’ contains a metric (KPI) & a target (increase, decrease or maintain over time) with leading indicators being better than lagging, especially for quarterly Key Results.
  • Metric based Key Results should be hard to achieve with 70% to 100% being good and amazing achievements.
  • Milestone based Key Results are OK as well but need success criteria defined – is 70% good?
  • Binary – Done / No Done Key Results should be the exceptions


Why should Key Result targets be hard?

There is over 35 years of research on goal setting that beyond telling us what we know, which is goal setting is an essential part of achievement, the research tells us why goal setting works and the conditions that make some goals way more effective that others.

  • Goals increase our focus on the relevant activities – Goals serve as a directive function. They direct attention towards goal relevant activities, and away from irrelevant ones.
  • Hard goals prolong effort – When employees can control their time, e.g. they work remotely, hard goals prolong their effort, with sustained effort helping to achieve more.
  • Hard goals increase effort – Hard goals are energising and lead to greater effort. Easy to achieve goals have low levels of impact and value so should be avoided.
  • Hard goals accelerate learning & improved collaboration – Hard goals cause the arousal, discovery and use of task relevant knowledge and strategies. Easy goals don’t.


Useful tips:

If you are not measuring the right metric (KPI) find out if it’s possible and get a baseline. It’s better to define and target the right metric and plan to track it than measure the success of a poor metric you do have.

If you want to add a project or a task, it’s usually better to add it as an To-dos.

OKR alignment

When organised as a cascade, this is called Vertical Alignment, and follows a Parent / Child type relationship.

Horizontal alignment typically comes from having transparency and conversations between teams, and mutual agreement that there is alignment and not conflict.

In large organisations it is typical to opt for fewer tiers in the cascade and invite departments and teams to satellite company Objectives in a one-tier flat structure. This is because the thought, time and effort of creating N-levels of a cascade are an overhead employees can get confused by.

ZOKRI allows you to report progress for single OKR and branches of aligned OKRs, and ensure progress is updated as the cadence you require.


Company, Departmental and
Cross-functional team OKR

It is common to have Company OKRs and both departmental and cross-functional team OKRs.

Cross-functional OKRs are a result of thinking about what the OKR should be and who is best placed to work towards achieving it, regardless of their current department.

Cross-functional teams require the support of team managers, and the impact or opportunity-cost of using a departmental team member to contribute towards a cross-functional OKRs should be openly discussed, understood and agreed.

OKR Owners & Collaborators

Accountability is central to goal setting, as is collaboration. With OKRs, every OKR has one Owner, and can have one or more individual or team collaborators.

Individual Key Results can also have their own Owners and Collaborators where required.

During the life-cycle of an OKR lots of people may also be asked to drop what they are doing and contribute, often via To-dos. This is because OKRs are high-priority, and important goals that have been discussed at length and committed to.

A top-down, bottom up set of OKR examples you can learn about OKRs from

Introducing ABC Inc – a fast growing innovative technology company that has a huge opportunity to win a really valuable market with their innovative platform and data solution.

The founders and their VC’s think they will either sell to Salesforce or have an IPO. This is their long-term plan (1 – 3 Years)


Mission: Provide access to amazing sales data that builds revenue in sales teams around the globe.

Vision: Companies that use our data sell more than companies without it.

Purpose: Make selling easier, more enjoyable, and more predictable.

ABC Inc. express their Strategy as Strategic Pillars (these are battlegrounds that a company must win). ABC’s are:

  • Amazing Customer Experience: Amazing CX will drive growth.
  • Leaders In Operational Efficiency: Operation efficiency makes us lean and healthy.
  • Valuable Technical Innovation: Technical innovation gives us a sustainable advantage.

If the company applies its efforts and resources in these areas it believes it will scale revenues and value. For the last 3 years ABC Inc. have used OKR to share Company OKRs and empower their leadership teams and employees to align departmental and team OKRs with these in quarterly planning cycles, with weekly check-ins. 

Every December for the last 3-years the executive team have had an away day to plan their annual OKRs and aim to present them to department heads. This year they’ve had to do it via ZOOM, not the same but needs must.  The team believe in creating a narrow focus with OKRs and from experience know that ‘less is more’.  After a day or planning discussion they come up with two OKRs they hoped would unite the company.

Lead the way in CX at every touchpoint to drive sales, loyalty and advocacy in 2021

  • Increase our CSAT score from 72% to 90%
  • Increase retention from 85% to 95%
  • Increase our CAC : LTV to over 4

The Objective is graded as Hard with 70% being seen as ‘Good’ and anywhere near 100% being ‘Amazing’. This success range is made clear to all employees as having ambitious goals is really important but as a result, 100% is not the only definition of success. They’ve made this mistake in the early days of OKR and have learned that clear grading matters.

Acquire and serve customers efficiently so we can invest more in growth in 2021

  • Increase our revenue growth by 50% year-on-year
  • Reduce our CAC from $1750 to $1000
  • Increase our Gross Margin to 80% or over

Again this was graded as ‘Hard’ and had the same success parameters.

These Company OKRs are scheduled to be presented to the company and before teams start to plan OKRs that would support the achievement of these in Q1. 

The key questions to answer when considering Objectives is: What is our biggest opportunity / challenge right now – that if committed to and achieved would support the company in achieving its OKRs? After much discussion in teams and in cross-functional discussion the proposed OKRs begin to get presented.

Customer / Service Success

The Customer Service /  Success Team have identified their biggest challenges / opportunities to support the CX OKR to be that not every customer is attending QBRs so they are not getting the opportunity to benefit from advocacy or solve issues. Also, it takes a lot of new customers a long time to connect their CRM system to the API and the best and most loyal customers all use the API. So their OKRs for the coming quarter are:

Make Quarterly Business Reviews meetings matter – Q1

  • 100% of Tier 1 and 2 Accounts Attend a QBR
  • 90% of Red Flag issues are resolved in 90 days
  • Get 10 happy customers to provide a testimonial / case study

The To-dos they planned to achieve these outcomes were:

  • Create better scheduling and reminder workflows and sequences by 31 Jan
  • Collaborate on agendas with clients before the meeting using new tool by 31 Jan
  • Schedule weekly meetings with the Product Team to share client issues by 31 Jan
  • Create testimonial template to send to clients by 01 Feb
  • Get sign-off for ‘thank-you’ pack when client provides a testimonial by 01 Feb


Get our API used sooner and more as Customers that use it stay – Q1

  • Ensure 85% of new customers connect one or more of their tools to our API within first 30 Days

The To-dos they planned to achieve these outcomes were:

  • Record which tools we need to connect to at account level by 31 Jan
  • Create weekly reminders to check-in with customers on progress by 31 Jan



Sales has two main challenges right now, hiring new reps and getting them to hit their quota within 6 months. The two issues are not unrelated. The reps that don’t leave as they are relying on their basic + commission. Sometimes it’s the fault of the reps, but there are also things that can be done in sales to ensure reps are supported to succeed faster. So the Sales OKRs are: 


Better training and support helps sales targets get hit sooner  – Q1

  • New Sales reps hit their quota in 90 days or less 

The To-dos they planned to achieve these outcomes were:

  • Implement better workshops and practice sessions by 31 Jan
  • Get Sales Manager support on more sales calls for longer by 31 Jan


Our Sales team are recommending us to ex-colleagues – Q1

  • Our Sales team have referred 5 new candidates for open positions
  • 50% of interviews have accepted positions

The To-dos they planned to achieve these outcomes were:

  • Launch a $1000 referral fee for hired recruit by 31 Jan


Individual OKRs for SDRs and BDRs are also created as OKRs as they form part of their Performance Review and Personal Development Planning conversations.



Marketing is looking for more cost effective sources of leads to support the Efficiency OKR and reduce the CAC. After much discussion their big priority for Q1 is to improve Organic Search Rankings. Their OKRs are:

Dominate Organic Search to dramatically reduce our CPAs – Q1

  • Increase Organic Sign-ups by 300%

A discussion amongst the team leads to further supporting OKRs to be created. The Content team created the OKR:


Become a genuine topical authority and thought leader to rank #1  – Q1

  • Audit our content and pass 100% as ‘Highest Quality’
  • Publish 25 new pages that target queries our customer ask Google

The To-dos they planned to achieve these outcomes were:

  • Hire writers to improve our target content by 31 Jan

The PR / Outreach Team create the OKR:

Authority websites link to our content to refer traffic and help rankings  – Q1

  • 50 new DA 30+ websites are linking to us

The To-dos they planned to achieve these outcomes were:

  • Create a list of target websites to pitch by 31 Jan
  • Recruit 3 writers who can supply content needed by 31 Jan
  • Create outreach process with templates and sequences  by 31 Jan

The marketing team also know that website speed is holding rankings back and have asked the engineering team for help. A shared cross-functional OKR is created:


Website load speed is great for customers and Google  – Q1

  • Mobile Load Speed Score is better than 70%
  • Desktop Load Speed Score is better than 90%

The To-dos they planned to achieve these outcomes were:

  • Implement CloudFlare cache by 31 Jan
  • Audit WordPress Plugins and remove what’s not needed by 31 Jan
  • Audit and reduce image sizes where they are too big  by 31 Jan

These OKR are not trying to do is express everything that was going on in Marketing teams – the ‘Business-as-Usual’. For example, the Content Team also share content via Social Media and track followers as a KPI. There is no OKR for this but there is a KPI in ZOKRI for it.


Product Management / Engineering

After much debate between them, Product Management and the Engineering teams decided to target the following OKRs:

Ingest new data sources successfully – Q1

  • Integrate 3 new data sources are added to our system
  • Achieve 90% data field completeness
  • Increase our Data Accuracy Pass % to 95%

The To-dos they planned to achieve these outcomes were:

  • Implement new process for testing new data sources and quality before deploying to live by 10 Feb
  • Add ‘Flag Bad Data’ feature to app by 10 Feb


Reduce our Amazon costs to improve our Gross Margin – Q1

  • Spend 30% with Amazon with now reduction is service quality

The To-dos they planned to achieve these outcomes were:

  • Meet with out Amazon technical team to find savings – 31 Jan


Customer development spotlights real pain  – Q1

  • Interview and learn from 10 ICP customers that currently find new leads on LinkedIn


Get better product analytics to us spot issues and opportunities  – Q1

  • Weekly reports are being reviewed and discussed with stakeholder with no current known unknowns
    [This one is a bit binary but at the end of the OKR it can be graded based on how successful it was – the hope is for a 0.7 / 70% or more.]

The To-dos they planned to achieve these outcomes were:

  • Upgrade MixPanel by 31 Jan
  • Add new tracking tags to app by 31 Jan

In ABC Inc there are also teams that find it hard to set outcome based goals as they are more service orientated. When an external customer or internal customer needs something they respond. For example, when a new employee is hired a series of steps are followed.

For these teams they look at how they will work, not just what they will deliver. They use health metrics / KPIs to track how they are doing and to spot issues. They also use OKRs to approach how they can improve their systems, processes, and jobs-to-be-done.


Most operational parts of finance is running smoothly. One thing that takes a long time every month is the board report. It can take 2 days to pull the pack together and they want to improve that. So they create this OKR:

Board reports take too long so lets fix that  – Q1

  • Get a board report to under a day to finalise from the current 2 days

The To-dos they planned to achieve these outcomes were:

  • Create standard board pack workflow by 31 Jan
  • Automate metrics for board reporting by 31 Jan


Human Resources

The HR team track a wide variety of employee KPIs. The process they are responsible for that they really want to improve in the coming quarter is new starter on-boarding. The feeling is that it’s good but not great. As part of this they’d actually like to turn a feeling into measurement and decide to add the KPI – ‘On-boarding Rating’ to ZOKRI and create the Status – ‘Getting Baseline’. They then create an OKR:

Make new starter on-boarding great because first impressions count  – Q1

  • Baselining on-boarding rating – planning for great

The To-dos they planned to achieve these outcomes were:

  • Communicating more before their first day by 15 Jan
  • Assign a ‘buddy’ by 31 Jan
  • All-hands meet and greets every time by 31 Jan

And so the process continues throughout the company.  OKRs are signed off and committed to. To-dos that would help achieve these OKRs agreed and planned. Energy is good, and teams get going.


Not Everyone Can Be A Hero

It’s clear to everyone at ABC Inc. what the company wants to achieve and how OKRs have been created to support this and will be committed to.

If support is needed people will drop what they are doing to help, because OKRs really matter.

It’s also true that not everyone has an OKR, but on occasion will play a supporting role. Everyone does know their teams KPIs which are called Health Metrics at ABC. These tell everyone how they’re doing and alert them to issues whilst they are focused on their OKR.


More Objective and Key Result examples

Below are more Objective and Key Result examples with links further examples for the main departments and teams in an organization. 

What have not been included are cross-functional team OKRs there the OKR was created and then the team. This approach works really well with OKRs and is also a great way of breaking down silos and achieving better collaboration between teams.


Company OKR examples

Company OKRs will always be top of the OKR hierarchy. These OKRs are usual Annual or Quarterly, and are a reflection of your strategy and company strategic objectives. The battlegrounds you’ve decided are must-wins for your business. Longer range OKR planning is generally discouraged in preference for shorter term goals and agility.

If you’re a smaller company one approach that works well is to have one single unifying OKR that everyone can align with. For example:

Achieve Product Market Fit so we can raise a war chest to scale.

  • Increase MRR to $50K from $10k.
  • Reduce churn to under 4%.
  • Get 3 great logos to act as reference clients.

Here’s another unifying Company OKR that involves a lot of a company.

We make something difficult really easy and we’re loved for it.

  • Increase quote to closed : won from 31% to 45%.
  • Increase Weekly Active Users from X to Y.
  • Increase retention to 95%.

Finance OKR examples

Finance teams tend to love OKR because of its bias towards ‘as measured by’ metrics. Finance teams involvement in OKR tend not to be limited to just their OKR, but also in the provision of KPI data for leadership and other team. Making finance central to the OKR process.

It’s common for finance OKRs to target specific processes or jobs-to-be-done by finance teams where they are believed to be inefficient. Or they could perhaps target a milestone based event like an audit and having all-hands work together towards a milestone based outcome might also work. Here’s an example to get you going:

Reduce board reporting time as it’s inefficient right now.

  • Reduce time to create financial reports for board. meetings to 1 day from 1 week.

HR OKR examples

HR OKRs can have a huge impact on business performance and the reality and perception of a company as an employer. We’ve lots of examples of OKR for Human Resources as well as KPIs that you will find useful. Here is an OKR  example to get you started:

Make ‘personal development plans’ happen and a positive process.

  • 100% of employees have quarterly PDPs.
  • 90% of employees think quarterly PDPs are a ‘very positive’ experience.

Marketing OKR examples

Marketing team are used to tracking Metrics / KPIs. What OKRs allow Marketing to do is decide on which of these are most important every quarter, as well as aligning their efforts with other teams. We think you will like these objective and key result examples for marketing that span all the teams from social to paid media. Here’s an example OKR to get you started:

More great leads for less cash helps us scale

  • Generate 5K new leads.
  • Sales report marketing leads convert at over 20% to a call.
  • Our CPA has reduced from $450 to $200 or less.

Sales OKR examples

Sales teams will always have their own goals, but setting OKRs are quite different. Salesforce, Hubspot, Pipedrive and dashboards are great for telling Sales teams their targets – but what’s missing is the transparency, alignment prioritisation and collaboration OKRs provide. Take a look at the Objectives and Key Results for Sales teams. Here is an OKR example for Sales:

Our BDR process is generating a stream of great leads.

  • Our BDR team is creating an average of 50 SQLs a week.
  • These SQLs are converting to quotes at 35%.


Customer Success OKR examples

The customer is always a core pillar and focus for strategy and goal setting. Objectives and Key Results (OKR) allow customer facing teams like Customer Success or Customer Service to focus their efforts on the goals that will make a material difference to the customer and the business. There is a balance between being responsive to what customers require and being proactive and commercial. Here’s a Customer Success OKR example that is single-minded and commercial.

Introduce our latest features and upgrade clients.

  • Generate $100K of expansion recurring revenue.

Engineering OKR examples

Engineering teams love OKR as they focus their efforts on the most significant challenges and opportunities, and the framework aligns with agile ways of working. Creating you Objectives and Key Results is another addition to the engineering teams planning, and a great way of showing the rest of an organisation how engineering are aligning. Here’s an example of an software engineering OKR example:

Launch a the world’s best marketplace for used clothing.

  • 10K users are logging in weekly.
  • Over 100K deals are being done daily.
  • Reviews are coming in at 4.5 or more.

Product Marketing OKR examples

Product Marketing OKRs are important to growth. A continuous focus on improvement ensures your great product resonates and gets bought.

The value we provide is obvious to customers.

  • Increase the website conversion rate from 1.3% to 4%.

Product Management OKR examples

As conduits and filters of customer needs, the custodians of product strategy, and a pillar of commercial success, choosing the right OKRs really matters. Product Managers often need to balance the direction of product strategy with the needs of exiting customers, and sales prospects. It’s not uncommon for companies to have significant clients that are up for renewal that may have feature requests on a backlog. Here’s an example of an outcome that might be a focus in an upcoming quarter that requires collaboration between Product Managers, Engineering and obviously Customer Success.

Help the CS team keep our whale clients.

  • Our 5 whale clients have renewed this quarter.

Data Science OKR examples

Data science, product and engineering teams use OKRs extensively to connect the work that’s being done to measurable outcomes that align with business goals.

Growth OKR examples

Gain clarity on growth, what success looks like, what you are going to do to achieve your goals. Growth OKRs are typical but how you plan and manage OKRs to achieve growth is what you learn to do. This should help.

More OKR Examples

Social Media OKR Examples

Executive Assistant OKR Examples

Operations OKR Examples

Food & Restaurant OKR Examples

School & Education OKR Examples

Media Industry OKR Examples

Manufacturing OKR Examples

Public Sector OKR Examples

Further Reading For Objectives & Key Results

Ultimate Guide To Objectives & Key Results

OKR can be made complicated but they are actually pretty simple. Here’s a simple guide for getting started with OKRs fast.

Book – Measure What Matters

OKRs – The simple idea that drives 10x growth. Written by John Doerr who brought OKRs to Google, this book is a great for read any team leader interested in growth.

OKR goal-setting framework – Wiki

Read the background behind how and why OKRs accelerate performance in companies on this Wikipedia page about Objectives & Key Results.

What The Best OKR Software Looks Like

OKRs are best managed in OKR software. Here is a list of free and paid for OKR software plans and OKR tools for organizations of varying sizes.

New Language For Remote Working

Explore the challenges of remote working and learn how to set OKRs that will set up remote teams for success.

Use OKRs for Teams, Not Individuals

OKRs fall short when companies attempt to apply them to individual contributors.

Revolutionize Education with OKRs

If schools were to adopt OKRs, maybe this would allow for a personalized approach to education that is currently missing.

Using OKRs in Local Government

Private organizations use performance management to understand progress toward goals. The public sector is no different.

The Success of OKRs in a Medical Clinic

Medical clinics can count themselves as some of the most complex businesses to run. Learn about how OKRs can be implemented here.