The document introduces OKRs (Objectives and Key Results), a goal-setting methodology used by companies like Google and LinkedIn. It discusses setting quarterly objectives and measuring progress with key results metrics. OKRs provide transparency and align goals from the company level down to individual teams and employees. Examples of objectives and key results are provided for marketing, sales, finance, and product management functions. Guidance is given on writing objectives and results, balancing stretch and roof-shot goals, and common mistakes to avoid.

1. The Basics of OKRs
Introduction to Objectives and Key
Results
Weekdone OKR Software:
weekdone.com
Jüri Kaljundi
CEO & Co-founder

2. OKRs are your daily poster on the wall:
What should I do next?
What should I focus on?
How far am I?

3. It’s said:
“If there is one leadership and team
management process anyone should try,
it’s OKRs”
Used by: Google, LinkedIn, Sears, Twitter,
Yahoo and thousands of others.
So should you.

4. What is OKR methodology?
• Set quarterly goals – Objectives
• Measure metrics progress – Key Results
• Share it with leaders & co-workers
• One direction everyone works towards
• Aligned & linked hierarchy
Company > Department > Team > Personal
• Transparency and open clearly
communicated teamwork
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5. Importance of shared goal-setting
via OKRs
• Vision of where you want to get
• Prioritization of how to get there
• Know what's expected of you
• Guide people towards right path
• Daily focus on most important goals
• Freedom inside your own sandbox
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6. Example Company or Sales OKR
• Increase Q2 recurring revenues
– Increase average subscription size to at
least $295 per month
– Increase the share of recurring
subscriptions vs one-time deals to 85%
– Up-sell to 100 existing customers
– Reduce churn to less than 1% monthly
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7. OKR key points
• 3-5 Objectives you strive for
– Where you want to get
• 3-5 Key Results to be achieved under
each Objective
– Metrics, to see if you’re getting there
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8. Why limit amount of goals and metrics?
• 3 O x 3 KR = 9
• 4 O x 4 KR = 16
• 5 O x 5 KR = 25
People can remember and focus on 9
things, but not 25 or more
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9. Differences compared to other methods
• Two-level grouping:
– One O has multiple KRs
• Everything is measurable
• Limited amount of goals to focus
• Linked from company to team to person
• All public across the company
• Goals are difficult, but not impossible
• Often not tied to salary & bonuses
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10. Objectives: your goals. The “What?”
• Aspirational
• Challenging
• Qualitative
• Time bound
• Unambiguous
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11. Key Results: evaluation of achievement.
The “How?”
• Measurable & Quantifiable
• Objectively gradable
• Achievable
• Usually numerical
• Actionable
• Tangible
• Outcome related
Did we meet the Objective?
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12. Key Result types
• 0-100% progress
• Any % value or x% to y% change
• Euros, dollars
• Items, units, articles, people
• 1-5 or 1-10 grade rating
• Milestones, stages, project phases
• Deliverables, tasks, outcomes
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13. Roof-shots
• Definitely achievable and easier
• Practical regular activities
• “Business as usual”
• Still pushing to be better
Need to hit 100%
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14. Moonshots
• Stretch goals
• Ambitious bold goal you might reach
• Failure and risk-taking is an option
• Challenging & uneasy
• Push people to achieve more
Even 60-80% progress or 2/3 is good
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15. Keys to make OKRs a success
• Less is more: max 3-5 Os and KRs
• Evaluate and mark progress weekly
– Comment on milestones
• Say no to non-OKR activities
• Think big, set goals that matter a lot
• Reflect each week and at the end of Q
how far you are
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16. Common mistakes
• Over 5 Os or KRs
• Listing too small unimportant tasks
• KRs not measurable, not numeric
• Not understandable to co-workers
• Continuous ongoing Q-to-Q goals have
no growth
• Not challenging enough
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17. Usual schedule
• Overlapping last Q review + new Q
definition
• 1-2 weeks before and after Q
ends/starts
• Mid-quarter review at 45 days
– Or monthly each 30 days
– Ideally on all company levels
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18. Hierarchy of OKRs and linking
• Top-down and bottom-up - both OK
• Usually start from Company level
• OK to do 1 or 2 levels only at first
• Lower level O becomes higher level KR
• Link weekly tasks to Objectives
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19. Examples of bad KRs
• Keep working on product roadmap
• Talk to customers about our products
• Make sure our employees are happy
• Keep working on new website
• Assure onboarding is done well
• Continue the CRM project
• Support our sales team
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20. Try out Weekdone OKR software
Sign up for free at
Weekdone.com
Browse the OKR Examples Database
http://okrexamples.co/
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21. Helpful OKR resources
Free OKR Guide E-book
https://weekdone.com/ebook/okr-goal-
setting-guide-template/
Employee Guide to Getting Started with
OKRs
https://blog.weekdone.com/employee-
guide-getting-started-okrs/
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22. Example Company or HR OKR
• Improve internal employee
engagement
– Reach weekly employee satisfaction score
of at least 4.7 points
– Conduct 3 monthly “Fun Friday” all-hands
meetings with an external motivational
speaker
– Start using OKR’s in all 10 teams and 5
departments
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23. Example Marketing OKR
• Successfully implement the weekly
newsletter
– Grow subscriber base at least 5% per week
– Increase the CTR% to above industry
average of 3.5%
– Finalize the content strategy, key messages
and topic structure for next 6 months
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24. Example Marketing OKR
• Activate user-testing
– Conduct at least 4 face to face testing
sessions per month
– Receive at least 15 video interviews from
Usertesting.com
– Make sure at least 80% of people
interviewed are from core target group
(Directors, VP’s, CEO’s, Division Managers)
not random friends
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25. Example CFO or Finance OKR
• Improve annual budgeting and
business planning
– Receive business line budget proposals
before Sept 1st
– Conduct a daily planning session with each
division manager before their proposals
– Have each business line manager start
using our online dashboards
– Close the final budget by November 30th
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26. Example Product Manager OKR
• Implement new 360-degree product
planning process
– Divide exact clear roles between sales,
marketing, design and development
– Integrate user testing into planning phase
– Integrate user testing into testing phase
– Decide on input methods from design and
development back into product
management
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27. Got questions?
Feel free to get in touch with me:
Jüri Kaljundi
CEO & Co-founder, Weekdone
E-mail: jk@weekdone.com
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