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Product Management OKR Examples

Product Management OKRs are where you will express the biggest priorities you’re facing right now as a department or potentially as the leader of a product lead cross functional team.

What you are not trying to do is operationalise Product Management using OKRs. You’ve roadmaps and tools like Confluence for that.

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

Easy To Understand Product Management OKR Examples

Before you look at these Product Management OKR examples – ask yourself a couple of questions. Name your top 3 Product Management priorities right now as these will make great Objectives.

If you were then forced to prioritise them with the top of the list being the priorities that would have a material impact on the business right now, what would the sequence look like? These are candidates for your
upcoming quarterProduct Management department OKRs.

How would you then measure the success? Which metrics would be improved by working on these Product Management OKR examples?

The answers will help you create Key Results. What would be a stretch target that would force you to really focus and think hard about how to achieve the objectives?

Would your priorities support your company priorities?

Below we’ve created a few OKR examples for Product Management so you can see how they are structured with Objective and Key Results.
The pattern you should notice is the Key Results contain metrics (KPIs) with a hard to achieve target. Any projects, sprints, tasks you might want to add should be added as Initiatives not OKRs.

What are the biggest challenges being faced by Product right now?

You could easily include product analytics KPIs as Key Results as well. Not all of them, just the ones that MUST change this quarter.

 

KPI Examples For Product Management To Help OKR Preparation

Your KPIs really are the metrics that matter most because they are often mostly connected to performance, either in a leading or lagging way.

Focusing your efforts on improving them and measuring them can only have one outcome – performance improvement.

Here are some KPIs for Product Management that are designed to measure what matters. Consider these when writing your Product Management OKRs.

KPI Examples For Product Management

OKRs For Product Management

OBJECTIVE – Build what matters
KEY RESULT 1 – Have Customer Development Calls with 30 Customers METRIC – Customer Development Calls

 

OBJECTIVE – Deliver Innovation that gives us a competitive advantage
KEY RESULT 1 – Increase Development Resources assigned to Innovation features to 30% METRIC – Development Resource

 

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

Writing Your Own Product Management OKRs

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

If the answer is yes, we have something special for you. OKR experts and coaches have helped us build tried and tested OKR blueprints for you and your teams to follow.

It’s time to develop on the goals that really matter the most.

OKR Examples For Product Management Conclusion

ZOKRI has worked alongside industry experts to create intuitive OKR software that provides Product Management 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.

OKR Examples For Different Departments

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Product Management OKR Examples
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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.

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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.

  • B2B, B2C and Not For Profit
  • Leadership
  • Management operating systems
  • Fundraising
  • Strategy creation
  • OKR roll-outs
  • Product Management
  • Product Marketng
  • Sales & Marketing
  • Culture Building

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.

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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.

  • B2B and B2C
  • Leadership
  • Increasing delivery quality and velocity
  • Strategy creation
  • OKR roll-outs
  • Agile
  • Product Management
  • Product Marketng
  • Sales & Marketing
  • Culture Building