OBJECTIVE – Get the platform subscription ready and optimized.
KEY RESULT 1 – 5% of visitors subscribe to our content.
OBJECTIVE – Activate trial customers and keep subscribers coming back.
KEY RESULT 1 – 80% of customers subscribers stay after the trial period.
KEY RESULT 2 – 90% of new paying customers are still paying after 90 days.
OBJECTIVE – Get the referral engine working.
KEY RESULT 1 – 10% of subscribers’ referrer friends and family.
The conversion then turns to what needs to be done. These are called Initiatives. If you want to achieve your growth OKRs you’re going to need to not only choose the right activities to do but execute efficiently. This means usually working in an agile way.
The Product and Engineering teams start to plan improvements to the platform and create a project in Jira, where they manage tickets.
Another cross-functional team is focused on converting visitors to subscribers. They include people from Marketing, Product Management and Engineering. Their Initiative ideas for testing included:
The referral engine OKRs Initiatives also included team members from Marketing, Product Management and Engineering. Their Initiative ideas for testing included:
If you work in teams where ambition comes naturally and it is safe to set aspirational goals and not achieve 100%, then growth is easier to achieve because you are set-up to encourage a desirable level of risk, innovation and learning. If your company is more comfortable playing it safe and thinks goals are always to be hit at the 100% level, then OKRs can still be used but growth might be more limited.
In the same way, how you manage the day-to-day and week to week will either accelerate or limit growth. If you’re used to working in a safe and agile environment then that’s going to support growth goals more than teams where it’s not normal to frequently share progress, priorities, problems, ideas and where necessary challenge things you don’t agree with.
As you have hopefully seen from the examples above, OKRs and growth go together. The key is to focus on how you’re going to grow, what success looks like, what you are going to do to achieve it, and how you propose to run processes like check-ins.
A practical guide for C-Levels to optimize strategy, OKRs, people and company culture to create a step-change in performance.