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OKR Planning

OKR规划

Framework

框架

IRON LAW: Objectives Are Ambitious, Key Results Are Measurable

Objective: Qualitative, inspiring, directional. "Become the #1 choice
for SMB accounting in Taiwan."

Key Result: Quantitative, measurable, time-bound. "Increase NPS from
32 to 50 by Q4."

If you can't measure it, it's not a Key Result. If it's not ambitious,
it's not an Objective.
IRON LAW: Objectives Are Ambitious, Key Results Are Measurable

Objective: Qualitative, inspiring, directional. "Become the #1 choice
for SMB accounting in Taiwan."

Key Result: Quantitative, measurable, time-bound. "Increase NPS from
32 to 50 by Q4."

If you can't measure it, it's not a Key Result. If it's not ambitious,
it's not an Objective.

OKR vs KPI

OKR 与 KPI对比

AspectOKRKPI
PurposeDrive change, set directionMonitor ongoing performance
AmbitionStretch goals (70% achievement = success)Targets (100% achievement expected)
CadenceQuarterlyOngoing
ScopeStrategic priorities (3-5 per level)Operational metrics (many)
Scoring0.0 - 1.0 scaleThreshold-based
维度OKRKPI
目的推动变革，指明方向监控持续绩效
目标野心挑战性目标（完成70%即算成功）既定目标（期望100%完成）
周期按季度持续进行
范围战略优先级（每个层级3-5个）运营指标（数量众多）
评分方式0.0 - 1.0 评分制基于阈值

OKR Structure

OKR结构

Objective: {Inspiring, qualitative goal}
├── KR1: {Measurable result} — baseline: X → target: Y
├── KR2: {Measurable result} — baseline: X → target: Y
└── KR3: {Measurable result} — baseline: X → target: Y
Rules:
  • 3-5 Objectives per level (company, team, individual)
  • 2-5 Key Results per Objective
  • At least one KR should be a leading indicator (not just lagging)
  • 70% achievement on stretch goals is the "sweet spot"
Objective: {Inspiring, qualitative goal}
├── KR1: {Measurable result} — baseline: X → target: Y
├── KR2: {Measurable result} — baseline: X → target: Y
└── KR3: {Measurable result} — baseline: X → target: Y
规则:
  • 每个层级（公司、团队、个人）设定3-5个目标（Objective）
  • 每个目标对应2-5个关键成果（Key Result）
  • 至少有一个关键成果应为领先指标（而非仅滞后指标）
  • 挑战性目标完成70%是“理想状态”

Alignment (Cascading)

对齐（层级传递）

Company OKR: "Become the market leader in Taiwan SMB accounting"
    ↓
Product Team: "Make onboarding effortless"
  KR: Reduce time-to-first-value from 7 days to 1 day
    ↓
Engineering: "Ship self-serve onboarding flow"
  KR: Launch wizard by March 15, 80% completion rate
Each level's OKRs should CONTRIBUTE to the level above, but shouldn't be copy-paste. Teams translate company objectives into their domain.
Company OKR: "Become the market leader in Taiwan SMB accounting"
    ↓
Product Team: "Make onboarding effortless"
  KR: Reduce time-to-first-value from 7 days to 1 day
    ↓
Engineering: "Ship self-serve onboarding flow"
  KR: Launch wizard by March 15, 80% completion rate
每个层级的OKR应向上一层级的目标贡献，但不应直接复制粘贴。团队需将公司目标转化为自身领域的具体内容。

OKR Cadence

OKR周期

ActivityFrequencyParticipants
Set OKRsStart of quarterLeadership + team leads
Weekly check-inWeekly (15 min)Team standup
Mid-quarter reviewMid-quarterTeam + manager
End-of-quarter scoringEnd of quarterEveryone
RetrospectiveAfter scoringTeam
活动频率参与人员
设定OKR季度开始时领导层 + 团队负责人
每周进度检查每周（15分钟）团队站会
季度中期回顾季度中期团队 + 经理
季度末评分季度末全体成员
复盘总结评分完成后团队

Scoring Guide

评分指南

ScoreMeaning
0.0-0.3Failed to make meaningful progress
0.4-0.6Made progress but fell short
0.7-0.8Sweet spot — ambitious goal, strong execution
0.9-1.0Either nailed it (great!) or goal wasn't ambitious enough
分数含义
0.0-0.3未取得实质性进展
0.4-0.6取得一定进展但未达目标
0.7-0.8理想状态——目标具有挑战性，执行表现出色
0.9-1.0要么完美达成（很棒！），要么目标不够有挑战性

Output Format

输出格式

markdown
undefined
markdown
undefined

OKR Plan: {Team/Company} — {Quarter}

OKR Plan: {Team/Company} — {Quarter}

Company Objectives

Company Objectives

O1: {Objective}

O1: {Objective}

  • KR1: {metric} — {baseline} → {target}
  • KR2: {metric} — {baseline} → {target}
  • KR3: {metric} — {baseline} → {target}
  • KR1: {metric} — {baseline} → {target}
  • KR2: {metric} — {baseline} → {target}
  • KR3: {metric} — {baseline} → {target}

Team OKRs (aligned to company)

Team OKRs (aligned to company)

{Team Name}

{Team Name}

O1: {Team objective} (supports Company O{N})

O1: {Team objective} (supports Company O{N})

  • KR1: {metric} — {baseline} → {target}
  • KR2: ...
  • KR1: {metric} — {baseline} → {target}
  • KR2: ...

Check-in Template

Check-in Template

KRTargetCurrentConfidenceBlocker
KR1{target}{current}🟢/🟡/🔴{if any}
undefined
KRTargetCurrentConfidenceBlocker
KR1{target}{current}🟢/🟡/🔴{if any}
undefined

Gotchas

注意事项

  • OKRs are not a to-do list: "Launch feature X by March" is a task, not a KR. Reframe as: "Increase user activation rate from 30% to 50%" — the KR measures the OUTCOME, not the output.
  • 100% achievement means not ambitious enough: If every OKR scores 1.0, goals were too easy. Encourage stretch.
  • Don't tie OKRs to compensation directly: This makes people set safe, achievable goals instead of ambitious ones. Use OKRs for alignment and learning, not bonuses.
  • Start with company OKRs first: Team OKRs without company OKRs lead to misalignment. Top-down direction, bottom-up input on how to achieve it.
  • 3-5 objectives MAX: More objectives = less focus. If everything is a priority, nothing is.
  • OKR不是待办事项："3月前推出功能X"是任务，而非关键成果（KR）。应重构为："将用户激活率从30%提升至50%"——KR衡量的是结果，而非产出。
  • 100%完成意味着目标不够有挑战性：如果所有OKR都得1.0分，说明目标过于简单。鼓励设定挑战性目标。
  • 不要将OKR直接与薪酬挂钩：这会导致人们设定安全、可实现的目标，而非有野心的目标。将OKR用于对齐与学习，而非奖金发放依据。
  • 先从公司OKR开始：没有公司OKR的团队OKR会导致对齐偏差。采用自上而下指明方向、自下而上提供实现路径输入的方式。
  • 最多设定3-5个目标：目标越多，专注力越低。如果所有事情都是优先级，那就没有优先级可言。

References

参考资料

  • For OKR scoring templates, see 
    references/okr-templates.md
  • For BSC comparison, see the biz-bsc skill
  • 如需OKR评分模板，请查看
    references/okr-templates.md
  • 如需平衡计分卡（BSC）对比，请查看biz-bsc技能