Product teams often write OKRs that are really a roadmap: "ship feature X, ship feature Y." Outcome-focused OKRs say what should change for users. Features become the bets you make to move the number. Here are three examples.
How to read these examples
Each OKR has an objective in plain words, key results with a start and a target, and the first tasks. The numbers are examples. Measure your own starting point before you set a target.
Example 1: New users reach value quickly
Objective: New users reach value quickly.
Key results by the end of the quarter:
- Users who complete their first report in week one, from 33% to 50%
- Median time to first report, from 5 days to 2
First tasks:
- Watch ten new users set up and note where they stall
- Test a shorter setup with three steps instead of seven
- Add an empty-state guide to the reports page
Example 2: Customers keep using the product
Objective: Customers keep using the product.
Key results by the end of the quarter:
- Accounts active in month three, from 58% to 70%
- Weekly active users per account, from 3.1 to 4.0
First tasks:
- Interview five customers who left in month two
- Ship the weekly summary email as a small test
- Add an in-app prompt to invite teammates
Example 3: The product causes fewer support tickets
Objective: The product causes fewer support tickets.
Key results by the end of the quarter:
- Tickets per 100 active accounts, from 14 to 8
- Top three ticket reasons resolved in the product, 0 of 3 to 3 of 3
First tasks:
- Group last quarter's tickets by cause with support
- Fix the import error that causes most tickets
- Rewrite the three most confusing error messages
Mistakes to avoid
- Shipping as the KR. "Launch the new dashboard" can succeed while nothing improves. Ask what the dashboard should change.
- Vanity metrics. Page views and sign-ups can rise while value falls. Measure what users do after they arrive.
- Setting and forgetting. Check each key result every week, in five minutes, with a goal check-in.
Write your own
Describe what your product team wants to change and any numbers you know. The OKR generator drafts an objective and key results you can edit.
Connect the goal to the work
Product work is a set of bets. Linking each epic and task to its key result shows, at mid-quarter, which bets are moving the number and which are just shipping. M-Tracker links tasks and projects to objectives and key results, so you can see each week how much of the team's time goes to the goal. No screenshots and no activity tracking.
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Questions people ask
How many OKRs should one team have?
One to three objectives, each with two to four key results.
Should OKRs be tied to bonuses?
Most teams keep them separate. Tying them to pay makes people set safe goals.
What if we miss?
Scoring 0.7 on a stretch goal is a good quarter. Look at what you learned, and set the next one.
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