Management, The Process

 

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SAFe® Explained. Part 1.

 

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Making AI work: a practical guide to finding and delivering real value

 

Laura Stevens

Managing Director of Data & AI

How leaders can cut through the noise and prioritize what matters.

There’s more fuzz around AI than ever, but far fewer companies know how to identify where the real value lies. We’ve all seen it: an executive team hears about a flashy AI use case at a competitor and suddenly there’s pressure to “do something with AI.” A pilot is launched. A dashboard is built. The hype fades. The ROI never materializes.

The challenge is that many organizations still treat AI as a feature instead of a strategic capability. They chase what’s trending instead of identifying where AI can truly move the needle.

“AI isn’t valuable because it’s advanced – it’s valuable when it solves something that matters.”

⸻  Laura Stevens

So how can leaders cut through the noise and focus on what will actually make a difference?

Through real-world practice and hard-earned lessons, we established a practical, 5-step approach that helps leadership teams identify high-value opportunities instead of just interesting ones.

 

1. Understand the market and competitive landscape

Before turning inward, zoom out. Ask:

• What are the AI market drivers shaping our industry?

• Where are competitors placing their bets?

• What are adjacent industries doing that we’re not?

• Which areas are attracting funding, partnerships, or patent activity?

Adopting an outside-in perspective doesn’t just help ensure your AI strategy is differentiating by spotting white spaces – it also makes it well-informed. It helps you understand the most important AI market drivers, emerging trends, and where the major players are placing their bets. Just as importantly, it allows you to cut through the noise and focus on what really matters.

This isn’t just about scanning the market. It’s equally about building AI fluency at the executive level. Just as leaders need financial literacy to make sound investment decisions, they need a baseline understanding of the AI landscape to make smart strategic calls. Without that, it’s easy to fall for hype or miss the real game.

 

2. Explore AI opportunities through two lenses

We’ve seen that many teams start by asking “Where can AI support the business?” While this is a perfectly valid question, recent evolutions in AI, especially the rise of foundation models and more general-purpose capabilities, have opened up an additional lens: AI is no longer just an enabler of business strategy, it has become a driver of business growth. Hence, there is substantial value in not just considering how to improve what you already do, but exploring what new offerings, services, or business models AI now makes possible. 

Doing that well opens up a fundamentally different opportunity space, yet it requires a change in mindset: starting not from today’s pain points, but from a vision of what your business could become because of AI. Such a future-back lens helps you ask questions like “If we started from AI’s capabilities – not our current constraints – what could we create that wasn’t possible before?”.

We recommend using both as complementary lenses.

A. Business-led lens (Today → AI)

Ask: How can AI help us achieve our current goals faster, better, or cheaper?

This often leads to:

• Quick wins through automation or optimization

• Strong executive buy-in

• Measurable improvements in operations, CX, or decision-making

Example: A telco client applied AI to optimize call center staffing – an unsexy but high-impact win.

B. AI-led lens (AI → New business)

Ask: If we started from AI’s capabilities, what new offerings or models could we imagine?

This brings into view:

1.     AI-native products or service

2.   New revenue streams 

3.   New ways of delivering value to your customers

 

Example: A media company we worked with used AI to simulate content virality before publishing. That idea didn’t come from their strategy deck – it came from asking, what’s possible with AI now that wasn’t before?

 

3. Run an AI opportunity scan across functions

After mapping the broader landscape and defining your opportunity lenses, the next step is to bring this down to the functional level. This is where the strategy starts to meet operations. Go function by function – Sales, Marketing, HR, Finance, Operations – and look for the signals of AI opportunity:

·      Repetitive tasks

·      Data-rich, insight-poor processes

·      Bottlenecks in decision-making

This scan helps surface concrete use cases and clusters of opportunity that are grounded in reality, not just ideas, setting the stage for meaningful prioritization.

Tip: Involve people on the ground. They often know where AI could help before leadership does.

Should we scan across all functions or just a few?

Start broad enough to spot big opportunities, but don’t stay wide for long. A light-touch scan across functions gives you a view of where to dig deeper. Then quickly narrow your focus to 2–3 priority domains where AI can make a real difference. This avoids “boiling the ocean” while still ensuring you don’t miss hidden gems.

 

AI transformation isn’t about exploring everything – it’s about knowing where to start.

 

4. Score and prioritize (value vs feasibility)

 

AI strategy is 50% picking the right problem, 50% not chasing the wrong one.

 

Not every shiny idea is worth the chase. Use a simple 2×2 to map:

• High value, high feasibility → quick wins

• High value, low feasibility → long-term bets

• Low value → deprioritize or drop

 

Don’t treat validation as a final step – make it part of the prioritization process itself.

But keep in mind: feasibility isn’t only about internal capabilities like data quality, tech infrastructure, or talent. It again requires an outside-in perspective. Some spaces may appear attractive – large markets, mature tech – but may be difficult to win due to high entry barriers, capital intensity, or strong incumbents. Others may be constrained by regulation or shifting policy.

Assess feasibility by asking:

• Do we have – or can we build – the internal capabilities needed to execute?

• Are there external constraints (like regulation or market saturation) that make this hard to win?

• Is this a space where competitors already have a significant lead or unfair advantage?

This broader view helps ensure you don’t pour time and energy into exciting ideas that aren’t winnable – no matter how technically feasible or high-potential they might seem.

Feasibility and prioritization should be pressure-tested with experts and stakeholders:

• Functional leads can speak to business urgency and context

• Data and AI teams can assess technical viability

• External experts (or even clients/partners) can help uncover blind spots or industry dynamics

This cross-functional input ensures you’re not just chasing ideas that look good on paper, but investing in those that are actionable, relevant, and supported across the business. Refine. Align. Then move forward with the top 3–5 high-value opportunities.

Use this dual-lens canvas to guide the conversation.

5. Don’t stop at “Where to Play” - define “How to Win”

Phase 4 (feasibility analysis and prioritization) helps you decide which AI opportunities are worth pursuing, based on value and feasibility. But Phase 5 is about “How to Win” and it goes one level deeper: once you’ve chosen your plays, this step is about spelling out the enablers that will make success possible.

Ask:

• What capabilities do we need to deliver this opportunity?

• What gaps exist in our current tech, data, or talent landscape?

• Are there gaps we can close through ecosystem collaboration, strategic acquisitions, or new ways of working?

Feasibility tells you if something’s worth doing. ‘How to win’ tells you how to make it real.

And here’s an important note: the more disruptive the opportunity, the more critical these enablers become.

But don’t be fooled: even incremental use cases can fail if the foundations aren’t in place. Whether you’re optimizing call centers or building AI-native products, success hinges on your ability to deliver:

• Data that’s accessible, relevant, and well-governed

• People who are trained, engaged, and empowered

• Technology that is flexible and scalable

• Governance that ensures alignment, ownership, and responsible use

Strategy isn’t just choosing where to play - it’s deciding what you’re willing to build or shift in order to win

If you want AI to be more than a buzzword, stop asking “Where can we use AI?” and start asking “Where can AI deliver disproportionate value?”.

And make sure you’re thinking both from today’s pain and tomorrow’s possibility – with a clear plan to make those opportunities real.

 

Summary & key takeaways

5 step framework to help executives move beyond AI hype and focus on high-value, feasible opportunities

To unlock real value, leaders must ask not just “Where can we use AI?” but “Where can AI deliver disproportionate value—and how will we make it real?”

1. Start outside-in:

Analyze the AI market landscape, competitor moves, and adjacent innovation.

Build executive-level AI fluency to avoid falling for hype and make informed calls.

 

2. Explore AI opportunities through two lenses:

·      Business-led (Today → AI): Where can AI optimize current operations?

·      AI-led (AI → New Business): What new offerings or models become possible because of AI?

 

3. Run a cross-functional opportunity scan:

Identify signals of AI potentials on a functional level to surface concrete use cases and clusters of opportunity that are grounded in reality

Narrow down to 2–3 high-priority domains where AI can make a real difference

 

4. Score and prioritize (value vs feasibility):

·      Use a 2×2 matrix to separate quick wins from long-term bets.

·      Assess feasibility and prioritize AI opportunities through two lenses/

 

5. Define “How to Win”:

·      Identify required capabilities in data, tech, people, and governance.

·      Close gaps through hiring, partnerships, or ecosystem collaboration.

 

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What are OKRs? The Ultimate Guide to the OKR Framework

 

Objectives and key results (OKRs) are a leading goal management framework that helps individuals, teams, and entire organizations reach their goals through identifiable and measurable results. To help you get a complete understanding of what is an OKR, we’ve compiled the most important information on what OKRs are to give you a quick yet complete overview. By the end, you will have a better understanding of the OKR abbreviation, what is an OKR, how OKRs work, why you should use the OKR framework, and how to get started.

What is the definition of an OKR?

Before we learn more about OKRs, let's look at an OKR definition. The OKR acronym stands for objectives and key results, which is a widely used goal-setting methodology that helps both individuals and teams set and track specific and measurable goals. OKRs were created by Intel’s Andy Grove and then popularized by venture capitalist John Doerr in his New York Times best-selling book Measure What Matters. 

Companies from Google to Adobe have rolled out the OKR framework and OKR goals to accelerate growth and drive innovation by helping teams see how their work fits into the overall company’s objectives. 

The OKR framework, by definition, has two core components:  

• Objective: what you’re trying to accomplish 
• Key results: how you’ll measure whether you achieve the objective 

What are objectives?

In the OKR framework, objectives are qualitative goals and should be inspiring and ambitious. An objective can be long-lived or can have a firmer deadline like the end of the year, the next quarter, or even the next month. 

The objective of an OKR goal should be hard — the point is to push yourselves as a team or organization. When writing your OKR's objective, keep the following qualities in mind:  

• OKR objectives are “stretch goals” or “moonshots,” pushing the limits of your team’s capabilities while remaining within the realm of possibility  
• OKR objectives are limited in number, which constrains focus to core priorities   
• OKR objectives are designed with your business strategy, mission, and vision in mind  

Example objective: Dominate our category mind space through content and community. 

What are key results? 

Your OKR's key results are quantitative metrics that measure progress toward your objectives. Key results are used to ground your objectives in reality, allowing you to break down an objective into tangible milestones and specifically define the outcomes to be achieved. 

For this reason, it’s critical that they always have a number to measure progress by so there’s a clear answer to whether it’s achieved. Key results also act as a mechanism for accountability, particularly for goals that have a long timeframe and may easily go off track.  

For each OKR objective you create, you'll typically assign two to four key results. Here are some example key results that could be used for the example objective above:  

Example key result 1: Rank number 1 in search for our top 5 keywords.   

Example key result 2: Build a Slack community of 10,000 relevant and active members.   

Example key result 3: Reach 30,000 unique page views per month on our blog.   

What is the history of the OKR framework?

The origin of the OKR framework traces back to Intel’s CEO, Andy Grove, in the 1970s. Grove conceptualized this goal-setting framework to instill a clear direction and purpose within the organization. However, it wasn’t until John Doerr, a renowned venture capitalist, highlighted OKRs in his influential book, "Measure What Matters," that this methodology gained widespread recognition and adoption. Doerr’s advocacy and strategic application of OKRs in companies like Google, Adobe, and various startups showcased how aligning teams using ambitious yet achievable objectives can fuel growth and innovation.

Why is OKR methodology important?

The OKR methodology is a crucial business tool that can provide clarity, accountability, transparency, and a foundation for continuous improvement. By fostering a shared sense of purpose and empowering employees to work collaboratively towards completing business goals, OKR goal-setting can become a key driving force behind the success and growth of organizations. 

What is the purpose of OKRs?

The primary purpose of OKRs is to create a structured framework that allows businesses and teams to easily set, track, and evaluate goals and objectives. OKRs help align individuals with the broader goals of a company or organization. Creating clear, high level objectives along with detailed and measurable key results allows companies to describe exactly what they want to achieve and come up with a clear path to meet their goals. This helps create a culture of growth and accountability across organizations.

What are the types of OKRs?

Here are a few of the most common types of OKRs by definition.

• Committed vs. aspirational OKRs: Committed OKRs are certain to be achieved, while aspirational OKRs push the boundaries and may not be fully attained.
• Learning OKRs: Focused on acquiring new skills and knowledge or exploring innovative approaches, with personal or professional growth in mind.
• Top-down vs. bottom-up OKRs: Top-down OKRs are set by leadership and trickle down, while bottom-up OKRs are crafted by individual teams or employees and move upwards in alignment with broader organizational objectives.
• Personal OKRs: Tailored for individual growth and development, aligning personal aspirations with professional objectives.
• Functional, departmental, or team OKRs: Specific to the goals and needs of particular departments, functions, or teams within an organization, aligning with broader company objectives.
• Project-based OKRs: Aligned with specific projects or initiatives, ensuring that the project goals contribute to broader organizational objectives.
• Quarterly, annual, or rolling OKRs: Varying timeframes for goal achievement, such as setting OKRs on a quarterly or yearly basis or utilizing a rolling system where objectives are constantly reviewed and updated.
• Cross-functional OKRs: Goals that involve multiple departments or teams working together toward a common objective.

What are the benefits of OKRs?

The OKR framework can be a superpower for creating an environment where employees work with purpose. In fact, using the objectives and key results for goal setting offers five core benefits: 

• Focus 
• Accountability 
• Alignment 
• Transparency 
• Engagement 

Focus: Doing the most important work 

When using the OKR framework, deciding what NOT to do is as important as deciding what to do. Setting business OKRs forces the conversation of deciding what’s most important and letting go of the things that aren’t. With a better focus through OKR goals, team efficiency improves because strategic priorities are established, and everyone is contributing to work that actually moves the needle.  

Accountability: Ownership and commitment 

The OKR methodology creates a sense of ownership within teams to improve accountability when advancing goals. And when there’s mutual trust and transparency in teams, job satisfaction, worker confidence, and organizational commitment increase. Because of the transparency of OKR goals, they are a built-in proofing tool for the organization to help you regularly measure progress and uncover problems as early as possible. 

Alignment: Everyone working towards the same goals 

Aligning employees with the overall strategy requires clarity of top-level objectives. The OKR framework helps display the organization’s direction and show what everyone is working towards. When employees know the company’s mission and current objectives, less time is wasted, and resources are better optimized.  

Transparency: Know what others are working on 

OKRs are as much about information access as they are strategy, which is why transparency is a big component of the OKR methodology. Transparency in OKR goals enables everyone in the organization to know why leaders make decisions, what the company is trying to accomplish, and what teammates are working on. When you understand the top-level objectives (because you can see them), your initiatives are more likely to drive impact.   

Engagement: Each person is filled with purpose 

OKRs combine alignment, focus, accountability, and transparency to drive an outcome vital to the modern workplace — engagement. With the power of democratizing decision-making with bottom-up and bidirectional goal setting, the OKR method empowers employees to go all-in on the process. The sense of personal responsibility attached to OKRs can strengthen employee connection to your company while allowing them to see how their work impacts the progress of individual, department, and company goals.

What is the difference between OKRs vs. KPIs?

OKRs and KPIs differ significantly in their approach to performance measurement. OKRs prioritize alignment, ambitious goal setting, and adaptability, fostering continuous review in line with organizational priorities. Their collaborative, buildable nature allows for a wider scope. Conversely, KPIs predominantly evaluate broader business success over extended periods, serving as static, high-level performance indicators with less adaptability than OKRs.

Using OKRs with KPIs, tasks, and other business processes

To make the OKR framework more effective, things like projects, tasks, KPIs, and CFRs are often used in tandem to ensure alignment across your business process.

Projects and tasks 

As the work initiatives that help you achieve your key results, projects and day-to-day tasks are a big part of your business operations. While projects and tasks in general should not act as key results, there are some cases where it may be necessary. 

This is particularly true in cases where the outcomes of a key result can’t easily be quantified, but still acts as an important part of achieving an objective. For instance, publishing a book could be both a project and key result in relation to the objective of “dominate our product category mind space.” 

KPIs 

Key performance indicators (KPIs) are the critical numbers a business needs to monitor to track organizational performance. Although changes to some KPIs can be used as key results, key results do not always include KPIs. 

For instance, the key result of an OKR in a product launch can’t be classified as a KPI. The initiative may be exploratory, and hence non-essential to the business, which means any key results would not be classified as KPIs. On the other hand, increasing customer satisfaction and lifetime value may act as a key result for a specific objective, in addition to a KPI for the business. 

Conversations, feedback, and recognition (CFRs)

Rooted in continuous improvement, CFRs help boost business results, gather feedback, and recognize outstanding performance. The three components of CFR are:  

• Conversations: An authentic one-on-one between a manager and contributor aimed at driving performance  
• Feedback: Mutual and intentional communication among peers to evaluate progress and guide future improvement  
• Recognition: Expressions of appreciation to deserving individuals for contributions of all size 

CFRs were made to channel OKRs into organizations, encouraging depth and complexity in goal setting and tracking. Moreover, as CFRs are meant to be conducted face-to-face or over video calls, they also add a human component to the OKR process, facilitating connection, engagement, and powerful business results. 

OKR framework vs. other goal management frameworks

Finding the right goal setting methodology for your organization is a big task. Outside of the OKR framework, there are tons of other options to choose from to help align your employees with the company’s overall business objectives. 

Some of the more notable ones include:  

• SMART goals: A well-known framework for setting and managing goals, the letters in this acronym stand for specific, measurable, achievable, realistic, and timely.  
• The Balanced Scorecard: This method takes a broad approach to strategy planning and goal management to generate “scorecards” that track performance. Emphasis is placed on measuring four areas: financial, customer, internal processes, and learning and growth. 
• Hoshin Kanri: Originating in Japan, Hoshin Kanri can be translated to “policy development.”. Like other approaches to goal management, the method focuses on setting strategic objectives, aligning the organization, and measuring progress. 
• MBOs: Management by objectives (MBOs) is another well-known framework that functions similarly to the others. Aligning challenging objectives, creating a plan of action, and measuring performance and rewards are key components.  
• 4DX: 4DX refers to the 4 disciplines of the strategy execution framework. It proposes four core disciplines for helping individuals and teams reach their goals — focus on the wildly important, act on the lead measures, keep a compelling scorecard, and create a cadence of accountability. 
• EOS: The Entrepreneurial operating system (EOS) helps leadership teams become tighter and more efficient in ways meant to permeate the entire organization. It’s designed for growth-minded organizations of about 10 to a few hundred people but has been employed successfully in much larger companies, too. 

While all of these methodologies have their merits and use cases, every organization is unique, and each company needs to find what works best for them.  

How to write OKRs

Creating and writing incredible OKRs gives you a sense of direction and enable you to focus on what matters most while poorly written OKRs can disconnect and demotivate teams, costing time and effort in the long run.  

So how do you go about creating OKRs? Let’s break down the anatomy of an OKR in this brief OKR template. 

As you start your OKR journey, remember there are certain qualities that objectives and key results must have for them to be effective. Here is a quick reference of the key qualities you need to know about: 

Basic rules for objectives 

1. Clear: Use simplified, clear, concise language that can be easily understood across the organization. Business jargon and technical language should be avoided. This may even apply if it’s a function specific OKR, as members of other teams may need to understand it too. 
2. Inspiring: Energize team members and boost engagement with inspiring language and power words such as “crush” and “transform.” 
3. Actionable: Make objectives actionable by using verbs and clearly defining the work to be done. 
4. Timebound: Set a deadline for each objective to ensure resources are managed and things don’t go off track.  
5. Ambitious yet realistic: Objectives should be “stretch goals” or “moonshots.” This means that they need to be ambitious goals that push the capabilities of your team, but they shouldn’t be so extreme that they reduce confidence. 
6. Focused: Constrain objectives to key priorities to ensure focus on mission-critical objectives. 

Examples of objectives

Good objective: Turbo-charge our sales cadence to win more deals faster.  

Why it’s good: Not only is it clear and easy to remember, it's also inspirational, actionable, and focused on a key priority. 

Bad objective: Increase number of SQLs from MQLs by 400% derived from the DCT, OBL, and COS Campaigns. 

Why it’s bad: This is a key result, not an objective. It’s not inspiring, uses function-specific jargon and is unrealistic. 

Basic rules for key results 

1. Quantified: Numbers as the key to tracking progress towards objectives.  
2. Measurable: The number must be clearly measurable. Keep in mind that if you can’t collect accurate data, then you won’t be certain about progress.  
3. Relevant: Key results must be relevant to the objective. Each key result serves to paint the picture of progress toward a particular objective. 
4. Focused: It’s best practice to assign two to four key results per objective. Too few key results won’t give you the complete picture, and too many could mean losing focus on what matters.  
5. Results-oriented: Key results must be results oriented vs task oriented. They should signify the achievement of something, as opposed to work being completed.  
6. Ambitious yet realistic: Like with objectives, individual key results need to push the envelope of what’s possible but should not feel unachievable. 

Examples of key results

Good key result: Create 200 SQLs from MQLs by EOQ. 

Why it’s good: Quantitative, tied to a specific metric, and time-bound. 

Bad key result: LTV/CAC Ratio is 3:1. 

Why it’s bad: This is a KPI and isn’t linked directly to the objective. 

What are some OKR examples?

Need some inspiration before getting started writing your own OKR goals? Check out the examples below of well-written company OKRs, team OKRs, and individual OKRs. 

Company OKR example 

• Objective: Become a leader in the HR tech market  
• Key result 1: 25% of our revenues come from Forbes 100 companies  
• Key result 2: 100% of our C-level team to be hired from Player-A companies  
• Key result 3: Be recognized as the best HR tech B2B vendor by top 5 HR media  
• Key result 4: 100% employee retention rate  

Team OKR example (marketing)  

• Objective: Prime the marketing pump  
• Objective description: Improve the efficiency of our operations to create more impact  
• Key result 1: 20% of SQLs begin as Trials  
• Key result 2: 30% of MQLs are Organic  
• Key result 3: Achieve $7.5mm of MGP  

Individual OKR example (sales leader)  

• Objective: Break the 8-figure barrier  
• Objective description: Trim operational fat and crush expansion to amass $10mm in quarterly revenue   
• Key result 1: Achieve $1.5mm in new ARR in NOAM region  
• Key result 2: Reach >30% new business upsell/cross-sell for current customers  
• Key result 3: Double SQL: opportunity conversion rate to 14%  
• Key result 4: Half the sales cycle for our baseline product from 42 to 21 days 

What companies use OKRs?

To see how OKR goals work in action, let's dive into some OKR case studies of companies that use the OKR method to tackle challenges, enhance operations, and achieve remarkable success.

Workiz

Workiz, a field service business, had difficulties with prioritizing goals and strategic planning due to rapid growth. They adopted the OKR process to expand their focus, improve sales efficiency, and increase goal visibility. They used Quantive Result's collaborative capabilities to enhance transparency and alignment, leading to significant growth and successful goal tracking. As a result, they were able to use OKR goals to effectively train new sales reps and close sales successfully. 

Unbabel

Unbabel, an AI-powered human translation platform, sought a solution for enhancing alignment and visibility across the organization. They used Quantive Results to improve their OKR process. Using Quantive's OKR software, Unbabel streamlined coordination across cross-functional projects and improved real-time progress tracking, as such replacing the use and limitations of OKR spreadsheets. 

Rose City Rollers

The Rose City Rollers (RCR), women's flat track roller derby league and 501c3 non-profit, needed to adapt their offerings and coordinate quickly — their goal-setting process lacked measurability and accountability. Using Quantive Results to implement OKRs, RCR achieved team-wide transparency, alignment, and prioritization, helping them navigate challenges brought on by the pandemic. A such, Quantive Results became one of company's essential tools, enhancing communication, reflection, and goal progression.

Want more real-life examples of OKR implementation? See our OKR case studies.

How to implement OKRs?

Although the OKR method can be used on a smaller scale for teams and individuals, the OKR framework works best when it’s across the organization. 

Before you get started implementing OKRs, here are a few things to consider: 

1. You will need to clearly define your vision, mission, and strategic objectives. OKR goals should be linked to the high-level thinking of the organization in order to make them a reality.  
2. Running a small pilot program across one division may be useful before rolling out OKRs to the entire organization. This would allow you to collect data on what does and doesn’t work and help build an internal case study for change.  
3. OKR software can help you achieve the best possible transparency and accuracy from the method, such as by connecting your data sources to dynamically update key results progress. 
4. OKR consultants may also be useful to help you streamline the process and ensure the initiative delivers what you need. 

A useful way to start thinking about setting OKRs is to look at a typical OKR cycle. OKR cycles are the timelines in which OKRs are developed, executed, measured, and evaluated. 

For example, a quarterly OKR cycle looks something like this: 

1. Before and at the start of the quarter: OKRs are set by the executive level and communicated across the organization. Teams and individuals then set their OKRs and align with the rest of the organization. 
2. During the quarter: Weekly reviews, confidence assessments, and progress reporting about key results are made. Problems are identified and solved, and execution is optimized through continuous learning. 
3. At the end of the quarter: A companywide retrospective is done to evaluate progress and collect learnings across the board. Decisions about changes of direction are made, including whether to adapt and continue with the current OKRs.  

There are more details to consider, including who owns which OKRs, how decisions are made, and how OKRs fit in with your performance management process. 

How each company rolls out OKRs will be different, which is why it’s important to fully understand the methodology before trying to implement it. Without proper application, OKRs can easily be forgotten and disregarded by team members, or in the worst case, come across as another form of micro-management. 

What is the best way to grade OKRs?

Grading OKRs should be a straightforward, iterative, and collaborative process to understand progress and inform future actions. Best practices include:

• Using a simple numeric scale (0 to 1) to grade KRs
• Establishing ambitious and growth-oriented goals rather than fixating on perfection
• Engaging teams in self-assessment to promote transparency

Common mistakes to avoid with OKRs

Setting great OKRs takes practice. Early in the transformation towards a more dynamic, outcome-based culture, it’s easy to go off the rails. Here are a few of the most common OKR mistakes.   

Not aligning with top-level objectives: A key benefit of OKR goals is creating alignment from the top of the organization to the bottom to ensure the right work is done and employees are engaged. Setting OKRs that aren’t linked to top-level objectives won’t provide these benefits. 

Sandbagging: This is the practice of teams underpromising and overdelivering. This is done to avoid the pressure of difficult targets but causes problems such as under-utilized bandwidth and misallocation of resources. 

Not learning and adapting: OKR goals are best used to create a culture of learning and continuous improvement. Learning and adapting from regular reviews and retrospectives are a key part of the OKR methodology.  

Lack of transparency: For better alignment, OKRs need to be transparent so everybody can see how their OKR goals work in conjunction with the rest of the organization. Transparency also allows problems to be more easily identified and enables the whole team to solve problems together. 

OKR FAQs

Getting started with the OKR methodology can seem daunting, but it doesn’t have to be. Here are a few of the frequently asked questions from people like you at the beginning of their OKR process. 

What does OKR stand for?

Objectives and key results.

What are OKRs and how are they different from other goal management methods? 

OKRs are a goal management framework that helps organizations and teams align their efforts toward achieving specific and measurable objectives. They differ from other goal-setting methods in that they focus on setting specific, measurable, and time-bound objectives and tracking progress through key results that improve business performance.

What's the difference between OKRs and KPIs?

OKRs help businesses set aspirational objectives alongside measurable outcomes to drive company-wide innovation, alignment, and collaboration. KPIs (key performance indicators), on the other hand, evaluate ongoing performance to ensure the efficiency of processes across the organization.

What is a key result in the OKR Framework?

An OKR's key result is a specific and measurable outcome that indicates progress toward an objective. It helps track and assess the success or effectiveness of efforts undertaken to accomplish the objective.

Why use OKRs?

OKRs provide a clear and transparent framework that allows teams to prioritize objectives, define key results, and track their progress, fostering accountability, motivation, and agility.

Who should own OKRs? 

OKRs should be owned by individuals or teams who are responsible for achieving specific business goals and measurable key results. This could include department heads, managers, or project leaders. 

How to measure OKRs? 

OKRs can be measured by tracking progress towards specific, measurable targets. This can be done for an individual team member or an entire team. OKR software that aggregates, updates, and displays data can be useful for this purpose.  

What makes a good OKR?

Good OKRs possess a couple of key characteristics including being ambitious, aligned with company goals, limited in number, transparent, collaborative, and regularly updated.

Who invented OKRs? 

OKRs were created by Intel’s Andy Grove and then popularized by venture capitalist John Doerr in his New York Times best-selling book Measure What Matters. Doerr learned about OKRs while working at Intel in the 1970s, and later popularized the concept while working with companies like Google and Amazon. 

How many OKRs should you have? 

It’s generally better to have a smaller number of objectives that focus only on key priorities. Each objective should have two to four key results assigned to them. 

How often should OKRs be reviewed and updated? 

OKRs should be reviewed and updated regularly, such as quarterly or semi-annually, to adjust to changing circumstances or new information. 

How do OKRs work within my performance management process? 

OKRs can guide teams and organizations towards aspirational goals, while performance management assesses individuals’ abilities to perform tasks and generate desired outputs. With this in mind, fully combining OKRs with performance management can deter progress and encourage wrong behaviors. While acknowledging the differences between the two frameworks is essential, you can align OKRs and performance management to streamline organizational success. 

How do I make sure that OKRs are actionable and not just a list of vague aspirations? 

Make sure OKRs are actionable by setting specific, measurable, and time-bound objectives and key results. 

What is the best free OKR software?

Quantive Results’ Essentials plan is a forever-free OKR software designed for smaller teams and those new to OKRs, as well as those transitioning away from manual methods. It encompasses all the necessary tools to establish a robust foundation for your OKR framework.

How do I create OKRs for something that is not measurable? 

When dealing with non-measurable objectives, focus on making them actionable, clear, and impactful. Break qualitative objectives into smaller, measurable components or milestones that indirectly gauge progress (e.g., proxy metrics or qualitative assessments). Emphasize clarity and alignment with the mission, even if they can't be quantified directly.

How long does it take to implement an OKR framework in a company?

The time taken to implement OKRs varies depending on the size and complexity of the organization. Generally, teams might take a few cycles to adapt to the OKR methodology. However, the planning, training, and rollout may take a few months to a year to align and regulate across the company.

What percentage of progress makes a successful OKR?

True OKR success isn’t confined to a specific percentage. It’s about contextual achievement, aligning with key results, and staying true to the overarching objective. Progress that significantly impacts the goal’s direction — even if key results aren’t fully attained — defines success beyond numerical benchmarks.

What are initiatives?

Initiatives are actions undertaken to achieve an OKR's key results and, ultimately, the objective itself. They represent day-to-day tasks, projects, or strategies that drive progress toward the outcomes outlined in the key results. 

How can you tie bonuses to OKRs?

At Quantive, we believe tying bonuses to OKRs curbs the framework's effectiveness, limiting goal attainment and the pursuit of ambitious objectives. However, if insisted upon, consider a balanced approach to tying bonuses to OKRs. Allocate a portion of bonuses based on progress toward key results to recognize effort and advancement, or create a bonus structure tied to overall team performance and strategic impact. This allows you to acknowledge collective efforts without rigidly linking bonuses to individual OKR achievement.

What’s the difference between OKR and MBO?

The primary difference between OKRs and MBOs lies in their scope and focus. OKRs emphasize ambitious goals and measurable outcomes that align with an organization's vision. On the other hand, MBOs typically focus on setting and managing specific, achievable goals, often emphasizing hierarchical alignment and individual performance measurement.

What’s the difference between OKR and SMART goals?

OKRs and SMART goals share similarities in creating objectives and measurable outcomes. Yet, while OKRs emphasize aspirational, qualitative objectives alongside measurable key results, SMART goals focus on setting specific, attainable, and trackable goals, forgoing the emphasis on aspirational objectives and alignment.

How do I ensure OKRs are aligned with the company's overall strategy and vision? 

Align OKRs with the company's overall strategy and vision by involving stakeholders, linking OKRs to company goals, and regularly reviewing and updating them. 

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