Plan for Outcomes, not features !
Aligning Product objectives and Driving Impact with an Outcome-Driven Framework.
What is an OKR
OKR (Objectives and Key Results) is a goal-setting framework used to align individual, team, and organizational goals to measurable outcomes. Objectives define what is the outcome you aim to achieve, providing direction and inspiration, while Key Results outline specific, quantifiable metrics to measure the success. OKRs promote focus, transparency, and accountability, encouraging ambitious yet attainable goals. This iterative approach fosters continuous improvement and alignment across all levels of an organization.
Types of OKRs
Committed OKRs: These are non-negotiable goals that must be achieved within a set timeframe, often tied to business-critical outcomes classified in a NOW-NEAR-NEXT-LATER prioritization framework with each representing a quarter on the fiscal calendar.
Aspirational OKRs: Stretch goals that aim for ambitious, innovative outcomes, encouraging teams to think big and take calculated risks. Even if the end goal is not achieved, these are leading outcomes that help organizations make strides in the right direction. These need to assessed at continuous intervals to make sure they are realistic and achievable in the long term.
Learning OKRs: Focused on exploration and discovery, these OKRs aim to gather insights or validate assumptions rather than deliver specific results. These are usually short term and help cross functional teams to iterate based on the learnings and define Committed OKRs.
Framework
Type: Fill in the type of the OKR whether it is Committed, Inspirational or Learning
Objectives: Specify the goal or the outcome that the organization or team intends to achieve in the specified duration.
Initiatives: What initiatives or activities that the team shall take to achieve the desired outcomes.
Key Results: Define the quantitative metrics that will help you measure the success or confirm that you have achieved the outcome or goal.
Milestone Date: The date by which the objective is expected to be achieved. Assess with the team at regular intervals if it remains achievable or there is any risk in achieving the same.
Accountable: The one product leader who needs to ensure that the objective is achieved and keep a track of the progress.
Start-Target: For improvement objectives, we can also define the as-is state of the measure of success and the to-be state. Let's say you want to increase the conversion percentage by 5% then you can specify the current conversion percentage and the target conversion percentage here.
Keep a check
While the OKR technique is effective, it is not foolproof, you need to ensure that they don't end up being counter-product due to below reasons:
Overemphasis on Metrics: Teams may focus too heavily on measurable outcomes, neglecting qualitative or long-term goals.
Misaligned Objectives: Poorly defined or conflicting OKRs can create confusion and misdirection.
Excessive Complexity: Managing too many OKRs can overwhelm teams and dilute focus.
Short-Term Bias: Quarterly cycles may prioritize immediate wins over strategic, long-term initiatives.
Customer neglect: OKRs ultimate goal to ensure your product team deliver continuous value to customers or end users. So never shut yourself out of customer engagement inorder to meet your predefined OKRs.