\nYou set the OKR. You make it happen.<\/p>\n<\/blockquote>\n
The people responsible for executing the OKR should participate in defining, adapting, and owning it. A well-written OKR will not create commitment when the people doing the work did not genuinely help shape it.<\/p>\n
Before creating a Team OKR, ask:<\/strong><\/p>\nAre the people defining this OKR the same people who will work on it and pursue the result?<\/strong><\/p>\nWhen the answer is no, the problem may not be the wording of the OKR. There may not yet be a real team behind it.<\/p>\n
2. Strategic OKR or Team OKR?<\/h2>\n
A Strategic or Organizational OKR provides direction for a company, business unit, or broader organizational area.<\/p>\n
A Team OKR describes the specific change that one real team can meaningfully influence, own, and make happen.<\/p>\n
Strategic direction should guide teams, but it should not simply be copied and cascaded to them.<\/p>\n
Instead of asking:<\/strong><\/p>\nHow do we cascade this Strategic OKR down through the organization\u2019s existing areas and teams?<\/strong><\/p>\nAsk:<\/strong><\/p>\nWhich team can meaningfully contribute to this strategic direction, and what change can that team genuinely own?<\/strong><\/p>\nIf there is already a team capable of owning this change, work with that team to define its Team OKR.<\/p>\n
If that team does not yet exist, do not write the Team OKR. First, decide who will take responsibility for the change. This may require forming a Mission Team \u2014 a temporary team with a clear mission, autonomy, dedicated time, and accountability for the result \u2014, assigning clearer responsibility to an existing team, or revisiting the boundaries between teams.<\/p>\n
The Team OKR should only be defined once there is a real team in place to work together and pursue the result.<\/p>\n
More than one team may contribute to the same strategic direction. That does not mean they should all share one broad Team OKR. Each team should define its own Team OKR for the change it can truly own.<\/p>\n
Work with one team at a time:<\/p>\n
\n- clarify the strategic change the team can contribute to;<\/li>\n
- identify what the team can genuinely influence and own;<\/li>\n
- define the meaningful change the team will pursue;<\/li>\n
- then repeat the process with the next contributing team.<\/li>\n<\/ol>\n
The result should be a set of aligned Team OKRs, each owned by a real team, rather than cascaded copies of a Strategic OKR.<\/p>\n
\nStrategic direction guides the team. It does not replace the team\u2019s own OKR.<\/p>\n<\/blockquote>\n
When an important strategic change has no clear team behind it, the first problem to solve is not the wording of the OKR. It is deciding who will own and pursue that change.<\/p>\n
The next three sections form the practical core of this guide: writing the Objective, formulating the Key Results, and checking whether they truly demonstrate progress.<\/p>\n
3. Write an ACCID Team Objective<\/h2>\n
A strong Team Objective should be ACCID:<\/p>\n
\n- Aligned<\/strong><\/li>\n
- Clear<\/strong><\/li>\n
- Challenging<\/strong><\/li>\n
- Inspiring<\/strong><\/li>\n
- Deadline-oriented<\/strong><\/li>\n<\/ul>\n
Use ACCID to guide the conversation with the team and improve the Objective until it is aligned, clear, challenging, inspiring, and deadline-oriented.<\/p>\n
Aligned<\/h3>\n
Is the Objective connected to an important strategic direction?<\/p>\n
The team needs to understand why this change matters beyond its own Backlog. Without this connection, the team may work hard and still contribute little to the strategy.<\/p>\n
Ask:<\/strong><\/p>\nWhat strategic direction does this Objective help advance?<\/p>\n
Clear<\/h3>\n
Do all team members understand the intended change in the same way?<\/p>\n
Avoid vague statements such as:<\/p>\n
\nImprove the customer experience.<\/p>\n<\/blockquote>\n
A clear Objective makes explicit who should be impacted and what meaningful change the team aims to create. It provides direction without prescribing every delivery or solution in advance.<\/p>\n
Ask:<\/strong><\/p>\nWhat do we want to change for customers, users, the business, or the team itself?<\/p>\n
Challenging<\/h3>\n
Does the Objective require meaningful progress while remaining achievable?<\/p>\n
If it is too easy, it probably describes business as usual. If it feels impossible, the team may stop believing in it before the work even begins.<\/p>\n
A strong Objective challenges the team. It requires focus, collaboration, and the search for new possibilities without becoming an impossible goal.<\/p>\n
Ask:<\/strong><\/p>\nDoes this Objective challenge the team while still remaining achievable?<\/p>\n
Inspiring<\/h3>\n
Is the Objective inspiring to the people who will work on it?<\/p>\n
Not every Objective needs to feel revolutionary. But it should represent something the team considers important: a better customer experience, a meaningful problem to solve, a worthwhile challenge, or the pride of doing something better.<\/p>\n
A purely mechanical statement may sound correct, but it is unlikely to generate energy or purpose.<\/p>\n
Ask each team member:<\/strong><\/p>\nWhen you read this Objective, does it inspire you?<\/p>\n
If the answer is \u201cno\u201d, discuss what would make this change truly meaningful.<\/p>\n
Deadline-oriented<\/h3>\n
A clear time horizon turns an intention into a commitment. It creates focus, helps the team prioritize, and makes it possible to assess progress within a defined period.<\/p>\n
This time horizon may appear directly in the Objective or be clearly associated with the Team OKR cycle.<\/p>\n
Ask:<\/strong><\/p>\nWhat is the time horizon for this Objective?<\/p>\n
ACCID Example<\/h3>\n
Consider a company whose strategic direction is to increase the retention of new customers.<\/p>\n
Weak Objective:<\/strong><\/p>\n\nImprove onboarding.<\/p>\n<\/blockquote>\n
This Objective identifies a topic, but it does not clarify what change the team wants to create, who it matters to, or within what time horizon it should happen. It also offers little inspiration and does not make it possible to assess whether the challenge is meaningful and achievable.<\/p>\n
Stronger Objective:<\/strong><\/p>\n\nBy the end of the quarter, give new customers a first-month experience that helps them reach value quickly and feel confident continuing with us.<\/p>\n<\/blockquote>\n
This Objective is:<\/p>\n
\n- Aligned<\/strong>, because it contributes to the strategic direction of increasing retention;<\/li>\n
- Clear<\/strong>, because it identifies who should be impacted and what change the team wants to create;<\/li>\n
- Challenging<\/strong>, because it requires focus, collaboration, and the search for new possibilities while remaining achievable;<\/li>\n
- Inspiring<\/strong>, because it connects the team\u2019s work to a better experience for new customers;<\/li>\n
- Deadline-oriented<\/strong>, because it establishes the end of the quarter as the time horizon.<\/li>\n<\/ul>\n
The Objective does not need to explain every solution or contain every metric. It should give the team a clear, inspiring, and challenging strategic direction within a defined time horizon.<\/p>\n
The Key Results will come next to indicate, through measurable evidence, whether the team is moving in the direction described by the Objective.<\/p>\n
4. Write SMART Key Results<\/h2>\n
Each proposed Key Result should pass the SMART check:<\/p>\n
\n- Specific<\/strong><\/li>\n
- Measurable<\/strong><\/li>\n
- Achievable<\/strong><\/li>\n
- Relevant<\/strong><\/li>\n
- Time-bound<\/strong><\/li>\n<\/ul>\n
A Key Result is an indicator of progress toward the Objective. SMART helps the team assess whether each proposed KR is clearly formulated, measurable, and appropriate for the Team OKR cycle.<\/p>\n
Specific<\/h3>\n
Is the KR described precisely enough to avoid different interpretations?<\/p>\n
A specific KR makes the expected result clear, including who it applies to and the context in which it will be observed.<\/p>\n
Ask:<\/strong><\/p>\nIs this KR clear and specific enough to be understood in the same way by anyone who reads it?<\/p>\n
Measurable<\/h3>\n
Is there an objective way to track progress?<\/p>\n
A measurable KR includes an observable measure. Whenever possible, it includes a baseline and a target, allowing progress to be tracked throughout the cycle.<\/p>\n
Ask:<\/strong><\/p>\nCan we measure and track progress on this KR?<\/p>\n
Achievable<\/h3>\n
Is this KR achievable by this team during the cycle?<\/p>\n
A KR may be relevant to the Objective and still be unsuitable for the team when it depends mainly on factors outside its sphere of influence.<\/p>\n
Achievable does not mean easy. It means the team has enough influence over the result and realistic conditions to pursue it within the cycle.<\/p>\n
Ask:<\/strong><\/p>\nIs this KR achievable by this team within the cycle?<\/p>\n
Relevant<\/h3>\n
Does achieving this KR provide meaningful evidence of progress toward the Objective?<\/p>\n
It is not enough for the KR to relate to the same topic. Achieving it should help the team understand whether the change described by the Objective is actually happening.<\/p>\n
Ask:<\/strong><\/p>\nDoes achieving this KR demonstrate that we are moving toward the Objective?<\/p>\n
Time-bound<\/h3>\n
Is there a clear time horizon for achieving the result described by the KR?<\/p>\n
This time horizon may appear directly in the KR or be established by the Team OKR cycle.<\/p>\n
Ask:<\/strong><\/p>\nIs it clear by when this KR should be achieved?<\/p>\n
Example of a SMART KR<\/h3>\n
Consider this Objective:<\/p>\n
\nBy the end of the quarter, provide new customers with a first-month experience that helps them realize value quickly and feel confident about continuing with us.<\/p>\n<\/blockquote>\n
A vague KR proposal would be:<\/p>\n
\nImprove activation.<\/p>\n<\/blockquote>\n
This statement identifies a theme, but it does not precisely describe the expected result, who it applies to, or how progress will be measured.<\/p>\n
A stronger proposal would be:<\/p>\n
\nIncrease 30-day activation among new customers from 55% to 70% by the end of the quarter.<\/p>\n<\/blockquote>\n
This KR is:<\/p>\n
\n- Specific<\/strong>, because it defines the indicator, the audience, and the activation period being observed;<\/li>\n
- Measurable<\/strong>, because it includes a baseline of 55% and a target of 70%;<\/li>\n
- Achievable<\/strong>, provided the team has enough influence over the result and realistic conditions to pursue it during the cycle;<\/li>\n
- Relevant<\/strong>, because increased activation provides evidence that more customers are realizing value early in their journey;<\/li>\n
- Time-bound<\/strong>, because it sets the end of the quarter as the time horizon.<\/li>\n<\/ul>\n
Read in isolation, this KR may look like an Objective. The difference lies in the role each one plays:<\/p>\n
\n- the Objective<\/strong> describes the meaningful change the team seeks to create;<\/li>\n
- the KR<\/strong> provides measurable evidence of progress toward that change.<\/li>\n<\/ul>\n
The KR does not replace the Objective. It helps the team determine whether it is making progress.<\/p>\n
SMART is necessary, but not sufficient<\/h3>\n
A proposed KR can be Specific, Measurable, Achievable, Relevant, and Time-bound and still be a weak Key Result.<\/p>\n
For example:<\/strong><\/p>\n\nLaunch the new onboarding flow by the end of the quarter.<\/p>\n<\/blockquote>\n
This proposal is SMART: it is clear what will be delivered and by when. But achieving it only proves that the team launched something. It does not demonstrate that onboarding became more effective or that customers began to realize value more quickly.<\/p>\n
SMART helps assess the quality of the formulation. By itself, it does not prove that the KR provides good evidence of progress toward the Objective.<\/p>\n
That is why every proposed KR should also pass the \u201cWhy\u201d test.<\/p>\n
5. Apply the \u201cWhy\u201d Test<\/h2>\n
A proposed Key Result may be SMART and still fail to provide meaningful evidence of progress toward the Objective.<\/p>\n
For each proposed KR, ask:<\/p>\n
\nWhy does this proposed KR demonstrate progress toward the Objective?<\/p>\n<\/blockquote>\n
The first answer is not always enough. It may reveal only an assumption, a deliverable, or an indirect connection.<\/p>\n
Keep asking \u201cwhy\u201d until the team can clearly explain how achieving the proposed KR would demonstrate the change described by the Objective.<\/p>\n
A simple way to test this connection is to complete the sentence:<\/p>\n
\nIf we achieve this KR, we will be closer to the Objective because\u2026<\/p>\n<\/blockquote>\n
If the team can complete this sentence clearly and directly, the KR probably provides meaningful evidence of progress. If the answer is only \u201cbecause we delivered something,\u201d \u201cbecause we believe it will help,\u201d or \u201cbecause it is related to the same topic,\u201d keep asking \u201cwhy.\u201d<\/p>\n
The \u201cWhy\u201d Test helps the team validate whether the proposed KR is already a strong outcome-oriented Key Result.<\/p>\n
When the answer reveals an observable change that demonstrates progress toward the Objective, the KR can remain as it is or be improved. When it reveals only a deliverable, a KPI, a Team Initiative, or a Backlog item, the test is not finished. Keep asking \u201cwhy\u201d to understand which outcome the team expects to create or protect and which KR could demonstrate that progress.<\/p>\n
The test helps identify whether the proposed KR represents:<\/p>\n
\n- a meaningful outcome that already demonstrates progress toward the Objective;<\/li>\n
- an output that requires the team to identify the expected outcome;<\/li>\n
- a KPI whose intended change or protection needs to be justified;<\/li>\n
- a Team Initiative;<\/li>\n
- or a Backlog item.<\/li>\n<\/ul>\n
When the proposed KR is not outcome-oriented, continue the test until it becomes clear which observable change would demonstrate progress toward the Objective.<\/p>\n
Examples of the \u201cWhy\u201d Test<\/h3>\n
Consider this Objective:<\/p>\n
\nBy the end of the quarter, provide new customers with a first-month experience that helps them experience value quickly and feel confident about continuing with us.<\/p>\n<\/blockquote>\n\nExample 1 \u2014 Meaningful outcome<\/strong><\/summary>\n\n
Proposed KR:<\/strong><\/p>\n\nIncrease 30-day activation for new customers from 55% to 70%.<\/p>\n<\/blockquote>\n
Why does this proposed KR demonstrate progress toward this Objective?<\/strong><\/p>\nBecause higher activation indicates that more new customers are experiencing value early in their journey.<\/p>\n
The connection is clear:<\/p>\n
\nIf we increase 30-day activation, we will be closer to the Objective because more customers will experience value early in their journey.<\/p>\n<\/blockquote>\n
This KR measures an observable change that is directly related to the Objective. It is therefore a strong outcome-oriented KR.<\/p>\n<\/div>\n<\/details>\n\nExample 2 \u2014 Output<\/strong><\/summary>\n\n
Proposed KR:<\/strong><\/p>\n\nLaunch the new onboarding flow by the end of the quarter.<\/p>\n<\/blockquote>\n
Why does this proposed KR demonstrate progress toward this Objective?<\/strong><\/p>\nBecause the team believes the new flow will improve onboarding.<\/p>\n
This answer is not yet enough. It explains why the team wants to deliver the new flow, but it does not demonstrate that new customers experienced value more quickly or became more confident about continuing.<\/p>\n
Keep asking:<\/strong><\/p>\n\nWhy does improving onboarding demonstrate progress toward this Objective?<\/p>\n<\/blockquote>\n
Because better onboarding helps new customers complete the most important actions and reduces the number of people who abandon the process before completing activation.<\/p>\n
Now the expected outcome is clearer: more customers should complete activation and experience value early in their journey.<\/p>\n
Based on this, the team can propose an outcome-oriented KR:<\/p>\n
\nIncrease 30-day activation for new customers from 55% to 70%.<\/p>\n<\/blockquote>\n
This KR describes the change the team expects to create and provides more direct evidence of progress toward the Objective.<\/p>\n
Launching the new flow does not need to disappear. It can:<\/p>\n
\n- be treated as a Team Initiative<\/strong> when it represents the team\u2019s chosen bet for creating the outcome;<\/li>\n
- be broken down into Backlog items<\/strong>, such as designing, testing, and releasing the new flow;<\/li>\n
- or remain in the OKR as an output KR<\/strong>, provided that it is clearly connected to the intended outcome and, preferably, accompanied by a KR that measures that outcome.<\/li>\n<\/ul>\n
Many teams still use deliverables as Key Results. Although my preference is to keep these outputs in the Team Initiatives or the Backlog, classifying them as output KRs helps distinguish them from outcome-oriented KRs and makes the expected change explicit.<\/p>\n
The relationship can be expressed as follows:<\/p>\n
\nWe believe that launching the new onboarding flow will help increase 30-day activation for new customers from 55% to 70%.<\/p>\n<\/blockquote>\n
The output describes what the team intends to deliver. The outcome-oriented KR demonstrates whether that bet actually generated progress toward the Objective.<\/p>\n<\/div>\n<\/details>\n\nExample 3 \u2014 KPI disguised as a KR<\/strong><\/summary>\n\n
Proposed KR:<\/strong><\/p>\n\nKeep NPS above 60.<\/p>\n<\/blockquote>\n
Why does this proposed KR demonstrate progress toward this Objective?<\/strong><\/p>\nWithout an expected improvement or an explicit risk, it probably does not.<\/p>\n
This statement mainly monitors the ongoing health of the customer experience. In isolation, it appears to be a KPI rather than a Key Result.<\/p>\n
Keep asking:<\/strong><\/p>\n\nWhy is keeping NPS above 60 important for this Objective?<\/p>\n<\/blockquote>\n
Because changes to the onboarding flow may increase activation while also making the experience more confusing or frustrating. Keeping NPS above 60 helps the team ensure that improved activation does not come at the expense of customer satisfaction.<\/p>\n
The risk that needs to be protected is now clear. The team can reformulate the KR:<\/p>\n
\nKeep NPS above 60 while introducing the new onboarding flow.<\/p>\n<\/blockquote>\n
In this context, maintaining NPS is not merely about monitoring business health. It represents protecting the customer experience while the team makes an important change.<\/p>\n<\/div>\n<\/details>\n
Decide where each proposal belongs<\/h3>\n
After applying the \u201cWhy\u201d Test, the team may decide to:<\/p>\n
\n- keep or improve the outcome-oriented KR;<\/li>\n
- accompany an output with a KR that measures the expected outcome;<\/li>\n
- turn a KPI into a KR when there is an expected change or an explicit risk to protect;<\/li>\n
- or move the proposal to the KPI dashboard, the Team Initiative plan, the Backlog, or a list of assumptions, constraints, and dependencies.<\/li>\n<\/ul>\n
A Key Result is not strong simply because it is measurable. It is strong when achieving it demonstrates that the team is making progress toward the Objective.<\/p>\n
6. KPI or KR?<\/h2>\n
A KPI monitors the ongoing health of a product, service, process, or operation. A Key Result describes meaningful progress the team intends to create during a defined cycle.<\/p>\n
A simple distinction helps:<\/p>\n
\nDoes this represent running the business or changing the business?<\/p>\n<\/blockquote>\n
Run the business<\/h3>\n
The metric continuously monitors health, reliability, performance, or an operational threshold. System uptime, recurring revenue, customer satisfaction, support response time, conversion, and incident volume are common examples of KPIs.<\/p>\n
Change the business<\/h3>\n
The team commits to creating a meaningful change during a defined cycle.<\/p>\n
\nIncrease onboarding completion from 62% to 80% by the end of the quarter.<\/p>\n<\/blockquote>\n
The same metric may be monitored continuously as a KPI and, during a particular cycle, become part of a KR. The difference is not the metric itself but the team\u2019s intention:<\/p>\n
\n- as a KPI, it is monitored continuously;<\/li>\n
- as part of a KR, the team commits to changing it meaningfully during the cycle.<\/li>\n<\/ul>\n
A metric does not become a KR simply because it is measurable. It becomes part of a KR when the team intends to change it meaningfully and that change demonstrates progress toward the Objective.<\/p>\n
7. Avoid the KPI Trap<\/h2>\n
Maintenance targets are usually KPIs. They may become Key Results when maintaining the level is itself a meaningful achievement in the face of an important change or an explicit risk.<\/p>\n
Ask:<\/strong><\/p>\n\nWhat meaningful change do we expect to create, or what specific risk makes maintaining this level difficult?<\/p>\n<\/blockquote>\n
Example:<\/strong><\/p>\n\nKeep NPS above 60 while migrating 80% of customers to the new platform.<\/p>\n<\/blockquote>\n
In this case, maintaining the level demonstrates that the team is protecting the customer experience during a risky change.<\/p>\n
8. Key Result, Team Initiative, or Backlog Item?<\/h2>\n
These concepts play different roles and should not be mixed.<\/p>\n
Key Result<\/h3>\n
Evidence that the team is getting closer to the Objective.<\/p>\n
Example:<\/strong><\/p>\n\nIncrease checkout completion from 64% to 78%.<\/p>\n<\/blockquote>\n
Team Initiative<\/h3>\n
A significant effort, hypothesis, or bet selected by the team to help achieve its Team OKR.<\/p>\n
Example:<\/strong><\/p>\n\nIntroduce guest checkout.<\/p>\n<\/blockquote>\n
The initiative represents what the team believes may create progress. It is not proof that progress occurred.<\/p>\n
Backlog item<\/h3>\n
A specific task, story, feature, experiment, improvement, or deliverable used to execute an initiative.<\/p>\n
Examples:<\/strong><\/p>\n\n- design the guest checkout flow;<\/li>\n
- update the payment API;<\/li>\n
- run usability tests;<\/li>\n
- add analytics events;<\/li>\n
- release the experiment to 10% of customers.<\/li>\n<\/ul>\n
The sequence should normally be:<\/strong><\/p>\n\nTeam OKR first \u2192 Team Initiatives second \u2192 Backlog third<\/p>\n<\/blockquote>\n
In simple contexts, the Team OKR may connect directly to Backlog items. In more complex contexts, Team Initiatives create a useful bridge between the OKR and daily execution.<\/p>\n
9. Connect an initiative to the Team OKR<\/h2>\n
Use this template:<\/strong><\/p>\n\nWe believe that [TEAM INITIATIVE] will help achieve the objective of [TEAM OBJECTIVE]. We know we are getting there as we show progress by [KR(s)].<\/p>\n<\/blockquote>\n
Example:<\/strong><\/p>\n\nWe believe that implementing guest checkout will help achieve the objective of enabling more customers to complete their purchase journey with less friction. We know we are getting there as we increase checkout completion and reduce the time required to complete payment.<\/p>\n<\/blockquote>\n
The template separates the hypothesis from the evidence:<\/p>\n
the initiative is what the team chooses to do;<\/p>\n
the Objective describes the meaningful change;<\/p>\n
the KRs show whether the initiative and other actions are creating progress.<\/p>\n
An initiative should not be treated as proof of success by itself.<\/p>\n
10. Avoid Backlog-driven OKRs<\/h2>\n
A common mistake is to begin with work that is already planned and then create an OKR to justify it.<\/p>\n
Examples:<\/strong><\/p>\n\n- launch the new app;<\/li>\n
- complete the cloud migration;<\/li>\n
- redesign the website;<\/li>\n
- implement the new CRM;<\/li>\n
- release ten features.<\/li>\n<\/ul>\n
This creates Backlog-driven OKRs: objectives and KRs that describe work rather than meaningful change.<\/p>\n
The result is often a dressed-up to-do list.<\/p>\n
Instead, begin with four questions:<\/p>\n
\n- What strategic direction matters now?<\/li>\n
- What meaningful change can this team own?<\/li>\n
- What evidence would demonstrate progress?<\/li>\n
- Which initiatives and Backlog items might create that progress?<\/li>\n<\/ol>\n
The Backlog should change as the team learns.<\/p>\n
The Team OKR provides a more stable direction for those decisions.<\/p>\n
\nDo not create the OKR to validate the Backlog. Shape the Backlog to support the OKR.<\/p>\n<\/blockquote>\n
11. Align the contribution of multiple teams<\/h2>\n
A strategic direction may require contributions from several teams.<\/p>\n
That does not mean those teams should share one broad Team OKR. Each real team should define the meaningful change it can influence and own.<\/p>\n
Review the Team OKRs together to clarify:<\/p>\n
\n- how each team contributes to the strategic direction;<\/li>\n
- where responsibilities overlap;<\/li>\n
- where coordination may be needed;<\/li>\n
- and whether any important part of the strategy still has no clear team behind it.<\/li>\n<\/ul>\n
The result should be a set of aligned Team OKRs, each owned by a real team, rather than one \u201cOKR for everyone.\u201d<\/p>\n
12. A complete example<\/h2>\n
This example brings together the four layers of the approach: strategic direction, Team OKR, Team Initiative, and Backlog.<\/p>\n
Strategic direction<\/h3>\n\nIncrease customer retention and lifetime value.<\/p>\n<\/blockquote>\n
Team<\/h3>\n
Customer Experience Team, responsible for onboarding and the first 90 days of the customer journey.<\/p>\n
Team Objective<\/h3>\n\nBy the end of the quarter, give new customers an onboarding experience that helps them reach value quickly and feel confident continuing with us.<\/p>\n<\/blockquote>\n
Key Results and KPI<\/h3>\n
KR1 \u2014 Activation<\/strong><\/p>\n\nIncrease 30-day activation from 55% to 70%.<\/p>\n<\/blockquote>\n
This provides evidence that more customers are reaching value early.<\/p>\n
KR2 \u2014 Onboarding clarity<\/strong><\/p>\n\nReduce onboarding-related support requests from 400 to 250 per month.<\/p>\n<\/blockquote>\n
This provides additional evidence that customers are completing onboarding with less confusion and effort.<\/p>\n
KPI \u2014 not necessarily a KR<\/strong><\/p>\n\nKeep NPS above 60.<\/p>\n<\/blockquote>\n
This should probably remain on the KPI dashboard unless a significant transformation or risk makes maintaining it difficult.<\/p>\n
Team Initiative<\/h3>\n\nDesign and introduce a progressive onboarding journey for new customers.<\/p>\n<\/blockquote>\n
Connection between the initiative and the Team OKR<\/h3>\n\nWe believe that introducing a progressive onboarding journey will help achieve the objective of helping new customers reach value quickly and feel confident continuing with us. We know we are getting there as we increase 30-day activation and reduce onboarding-related support requests.<\/p>\n<\/blockquote>\n
Backlog<\/h3>\n