Finance OKR Examples

Page Highlights

  • Important introductory notes
  • Financial processes and KPIs that helps shape finance team OKRs
  • Finance OKR examples to inspire you

The finance team play an interesting and often key part in successful implementation and OKR cycle. Not only do Finance Leaders e.g. Chief Financial Officer participate in Company Strategy and OKR planning conversations, finance are also often the custodians of a companies most important metrics (KPIs) and as such are usually aware of the targets that have been set. You can make these KPIs visible and available in ZOKRI as KPIs or as they are sometimes referred to ‘health metrics’. An example of KPIs like this could be Pirate Metrics or Retention and Growth Rate.

Finance are also responsible for a number of key business processes like financial reporting, investor relations, audits, invoicing, collections, and payroll. Lots of these have their own KPIs. For example, processes under management by Finance include but are not limited to: 

  • Budgeting and financial analysis
  • Invoicing and Crediting
  • Expense management
  • Compliance with regulatory commitments
  • Taxation
  • Accounts Payable / Receivable
  • Financial statement preparation
  • Inventory management
  • Payroll
  • Procurement
  • Asset management

There are 4 types of OKR every employee should know. A process of in-team and cross-functional discussions about what your priorities for improvement should be, is typically how all OKRs are planned. For the CFO and colleagues in the team, their OKRs are often geared towards improving process KPIs that might be underperforming and the systems, processes, and jobs-to-be-done where the effort and reward makes sense. If it isn’t broken, it not always necessary to fix it.

Here you will find some examples of typical Finance OKR goals. Remember that OKRs were NOT created for ‘Business As Usual’ Goals, projects you are going to undertake, or really long-term goals.

Visit this Objectives and Key Results Guide

Easy To Understand Finance OKR Examples

Before you look at these Finance OKR examples – ask yourself if you’re a good fit for OKR and answer these questions. 

  • When you consider the systems, processes, jobs-to-be-done, and departmental KPIs – what are your top 3 Finance priorities right now?
  • If you were then forced to prioritise them with the top of the list being the priorities that would have the most impact on the business right and / or your teams performance right now, what would the sequence look like? 
  • How would you then measure the success?  The answers will help you create Key Results. 


OKRs For Finance

OBJECTIVE – Make KPIs and metrics needed for OKR available so we measure what matters – Q1
KEY RESULT 1 – 100% of requests for KPI access and support are met

OBJECTIVE – More efficient board reporting – Q1
KEY RESULT 1 – Reduce the time it takes to create board reports from 2 days to 3 hrs

OBJECTIVE – To reduce financial reporting time dramatically using software – Q1
KEY RESULT 1 – Reduce the time to produce financial statements from weeks to 2 days

OBJECTIVE – On-time collections help preserve precious cash – Q1
KEY RESULT 1 – Reduce Accounts Receivable Days : Over 60 days to 20% 

OBJECTIVE – Make Expense Management simple & painless for everyone – Q1
KEY RESULT 1 – Expenses are paid within 14 days of a claim
KEY RESULT 2 – It takes finance less that 5 minutes to process a claim
KEY RESULT 3 – 100% of staff rate the ‘Expense Management Process’ as ‘Great’

OBJECTIVE – Payroll errors are a thing of the past – Q1
KEY RESULT 1 – Reduce Payroll errors to ZERO
KEY RESULT 2 – Everyone gets paid on-time 

Initiative Planning Is Really Important Too Your OKR Success

The examples above use metrics to provide measurable outcomes to describe the desired future state after a quarter or a year.

The work you are going to do, your activities, projects. and tasks you will do to create the change you are looking for is where Initiatives come in.

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

The Initiatives you will do to achieve the outcomes might range from using existing accounting technology better, implementing a new expense management software solution, team education, better process design, and hiring. 

OKR For Finance Conclusion

Finance teams have to blend many aspects of business. Helping shape OKR strategy, setting up the controls
that allow the business to track and react to change, we well as report, and of course the day-to-day operational aspects of finance like Payroll. Finance department OKRs could focus on all or part of these. It depends on there your priorities are.

Maintaining all of your KPIs in the form of OKRs is not ‘best practice’. You are not trying to run your finance operations through OKRs.

ZOKRI has worked alongside industry experts to create intuitive OKR software that provides Finance 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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Who Will Be On The Call

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.