Customer Success OKR Examples To Guide, Inspire AND Align Your Teams

Page Highlights

  • Important introductory notes about Customer Success and Customer Service OKRs
  • Customer service processes and KPIs that can help shape customer team OKRs
  • Customer Service OKR examples to inspire you

Whether you call your department Customer Service or Customer Success, it’s all about the Customer and keeping them happy, delighted and delivering the value they’ve bought from you – whilst sharing the other products and services you have that could help them even more.


Customer Success Processes That Impact OKRs

Customer facing teams are a significant part of their time pulled by: 


  • Training and development of staff
  • Inbound requests like calls support and tickets
  • Online chat / live agent support
  • Conversation triage processes to reduce hand-offs and increase customer satisfaction
  • Online support collateral management
  • Processes like post-service follow-ups
  • Alert responses e.g. Red Flagged Accounts
  • Account reviews like Quarterly Business Reviews (QBRs)
  • Upgrade, up-sell, expansion sales conversations


Customer Service KPIs Matter In OKR Planning

Whilst there are obvious lagging indicators that Customer Service own like Retention or Churn, Customer Satisfaction or NPS, and Expansion Sales or Account Growth. There are lots of customer service owned lagging indicators that drive these as well. Many of these are related to the processes outlined above. For example, customers hate waiting in call queues, so the ‘average time in queue’ is a leading indicator to any customers satisfaction, and before that, if you could have answered there issue or query online using documents or features, they might have been even happier, making KPIs like ‘Online Visitor / Issue Resolution %’.
When planning to write your OKRs you are probably going to be focusing on driving the lagging indicators you track is quarterly OKRs that are trying to address your current challenges or opportunities and the leading indicators you measure.
Here you will find some examples of typical Customer Service OKRs and Customer Success OKR examples. 

Easy To Understand Customer Success OKR Examples

Before you look at these Customer Success OKR examples – ask yourself if OKR is the right fit for you and answer these questions. 

  1. What are your top 3 Customer Success / Customer Service priorities right now?
  2. How would you then measure the success of these? Which metrics need to be improved? The answers will help you create Key Results.
  3. What would be a stretch target with tough OKR grading look like? This would be an OKR that would force you to really focus and think hard about how to achieve the objectives.
  4. Would your priorities support your company and other team OKRs?


OKRs For Customer Success


OBJECTIVE – Customers are happier and churning less – 2021
KEY RESULT 1 – Increase out NPS score to 8 this Quarter
KEY RESULT 2 – Reduce our Churn to Under 1% this Quarter


OBJECTIVE – We can predict churn and prevent it from happening – Q2
KEY RESULT 1 – 100% of churned clients were Red Flagged before they churned this Quarter
KEY RESULT 2 – 50% of cancelled accounts have been saved this Quarter


OBJECTIVE – Customers have tried with new product feature releases – Q2
KEY RESULT 1 – 80% of customers have tried new features within two weeks of release this Quarter
KEY RESULT 2 – 10 customers have provided feedback on new feature releases this Quarter


OBJECTIVE – Product expertise is accessible and used -Q2
KEY RESULT 1 – 20 new support videos have been published this Quarter
KEY RESULT 2 – 95% of customers find the answer they were looking for in the Knowledge Base


Initiative Planning Is Really Important Too

The examples above use metrics to provide measurable outcomes to describe the desired future state after a quarter or a year. The activities you will do to create the change you are looking for is where Initiatives come in.

Planning you Initiatives and moving them from Ideas to Active, Completed and Documented – where the success and learnings are captured can also be managed in ZOKRI.


Want to see a full OKR cascade, from Strategy to Departments and team OKRs?

Writing Your Own Customer Success OKRs

You’ve read the examples above of typical OKRs for Customer Success departments – are you ready to start writing your own Objectives and Key Results?

OKR For Customer Success

There are going to be some really important customer orientated metrics (KPIs) that underpin business growth. 

Your Customer Service OKRs / Customer Success OKRs are where you can focus on the ones that need to most attention in any quarter. Once you have this clarity your can plan the initiatives that are going to create the improvements you’re seeking.

ZOKRI has worked alongside industry experts to create intuitive OKR software that provides Customer Service teams with the tools and features to make OKR embedding and adoption easy in your company.

With ZOKRI teams can measure, share and work on what matters, & improve performance quickly.

A ZOKRI account ensures everyone knows and feels that they really matter.

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Matt Roberts - ZOKRI

Matt Roberts

Project Principle

Ian Harvey

Ian Harvey

Project Principle


Matt Roberts

Project Principle

Matt is the founder of ZOKRI and author of the book Force Multipliers. His career started in media planning, advertising and digital marketing. He founded his first VC backed technology company in 2009, exiting in 2016.

Having held positions like Chief Strategy Officer, and Chief Product Officer, in addition to various sales and marketing roles, Matt has a rare combination of perspectives and skills. He can seamlessly transitions between leadership conversations to being in the trenches with sales, marketing, customer service, data and HR teams.


Customer comment on Matt’s energy and passion, not just his know-how. In workshops this is an important and welcomed attribute, passion is infectious.

A guiding principle Matt lives by is ‘rapid value delivery’, and together with the team, many of the frameworks and tools used are geared towards this goal. Part of the rapid value delivery philosophy is to leverage what you know already as much as possible.

To enable this, Matt and the team will want to absorb and build on what you know and make positive changes, blending short-term opportunity with longer-term strategic advantage.

Ian Harvey

Project Principle

Ian is a Strategy and OKR thought leader with over 30 years of experience, helping organizations ranging from world leaders to ambitious startups and scale-ups.

His unique professional journey spans roles as a strategist, software engineering leader, product manager and a co-founder. This multidisciplinary background equips him with a comprehensive perspective, making him a valuable consultant capable of quickly identifying capabilities that hold an organization back.


In the last four years, Ian has focused on collaborating with C-suite executives of startups and scale-ups, aiding them in articulating their strategic vision and bringing it to life through effective OKR frameworks. His work has led to enhanced strategic clarity and execution for these organizations. He’s also helped enterprise-sized companies like Elsevier succeed with OKRs so gets the requirements of larger corporates. 

“Recognised  OKR leaders with deep expertise and our trusted OKR Advisers. They helped the Leadership Team be outcomes-driven and reduced the number of OKRs to three-driving real focus.”

James Linton, ZEGO. Head of Strategic Operations

“Pragmatic, hands-on, flexible, and business-orientated experts who can apply OKR principles in a practical way to any organization. 

Our company had over 800 OKRs and a range of complex personalities—we needed to embed them to help in a practical way, not to teach us the theory. The approach of building relationships and managing stakeholders carefully paid off through a much stronger alignment across the business.”

James Tunstall, CPO

Ian champions the philosophy that continuous learning is the cornerstone of continuous improvement. By leveraging his expertise in product management, he assists organizations in engaging more deeply with their customers, powering strategic and tactical insights.

This approach not only aligns with his belief in the transformative power of learning but also ensures organizations are primed for sustained success.