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Setting OKRs & Goals

设定OKRs与目标

Scope

适用范围

Covers
  • Turning strategy (or a North Star) into a small set of team/company OKRs
  • Writing objectives that drive weekly execution (not just aspirational statements)
  • Designing robust key results (prefer absolute counts; guard against gaming)
  • Adding “default-on” systems/habits that make progress inevitable
  • Defining review cadence + end-of-cycle grading to create a learning loop
When to use
  • “Set our Q2 OKRs.”
  • “Write objectives and key results for this team.”
  • “We need quarterly goals that actually change behavior week-to-week.”
  • “Our metrics are getting gamed / teams are optimizing the wrong thing.”
  • “We need an OKR review + grading process.”
When NOT to use
  • You don’t have an agreed strategy/North Star at all (use 
    writing-north-star-metrics
    or 
    defining-product-vision
    first)
  • You need sprint planning or a delivery plan (tickets, estimates, timelines)
  • You’re using OKRs primarily for individual performance evaluation
  • You only need a single experiment metric for one test
  • You need an analytics/event tracking implementation plan from scratch
涵盖内容
  • 将战略（或北极星指标）转化为少量团队/公司级OKRs
  • 撰写可推动每周执行落地的目标（而非仅仅是空洞的愿景式表述）
  • 设计严谨的关键结果（优先采用绝对数值；防止作弊）
  • 添加“默认启用”的体系/习惯，确保进展必然发生
  • 定义回顾节奏与周期末评分方案，打造学习闭环
适用场景
  • “设定我们的Q2 OKRs。”
  • “为该团队撰写目标与关键结果。”
  • “我们需要能切实改变每周行为的季度目标。”
  • “我们的指标被作弊/团队在错误的方向上优化。”
  • “我们需要一套OKR回顾与评分流程。”
不适用场景
  • 完全没有达成共识的战略/北极星指标（请先使用
    writing-north-star-metrics
    或
    defining-product-vision
    ）
  • 需要进行冲刺规划或交付计划（如工单、估算、时间线）
  • 主要将OKRs用于个人绩效评估
  • 仅需为单个测试设定一个实验指标
  • 需要从零开始制定分析/事件追踪实施计划

Inputs

输入项

Minimum required
  • Planning cycle + horizon (e.g., Q2; annual; 6 weeks) and the team(s) in scope
  • Strategy anchor: company goal, North Star, or “why now” narrative for the cycle
  • Current baseline for key metrics (or best-available proxy) + where the numbers come from
  • Constraints: capacity, must-do commitments, dependencies, risk tolerance
  • Stakeholders: decider(s), contributors, approvers, review cadence participants
Missing-info strategy
  • Ask up to 5 questions from references/INTAKE.md.
  • If still missing, proceed with clearly labeled assumptions and provide 2–3 OKR set options (conservative/base/ambitious).
最低要求输入
  • 规划周期与时间范围（如Q2；年度；6周）以及涉及的团队
  • 战略锚点：公司目标、北极星指标或本周期的“为何是现在”叙事
  • 关键指标的当前基准值（或最佳可用替代值）以及数据来源
  • 约束条件：产能、必须完成的任务、依赖关系、风险承受能力
  • 利益相关者：决策者、贡献者、审批者、回顾节奏参与者
缺失信息处理策略
  • 从references/INTAKE.md中最多提出5个问题。
  • 如果仍有缺失，基于明确标注的假设继续推进，并提供2-3套OKR方案（保守/基准/激进）。

Outputs (deliverables)

输出项（交付物）

Produce an OKR & Goals Pack in Markdown (in-chat; or as files if the user requests), in this order:
  1. Context snapshot (strategy anchor, horizon, scope, constraints, stakeholders)
  2. Alignment map (company goal → team objective(s), no more than one step away)
  3. Draft OKRs (1–3 Objectives; 2–5 Key Results each) with metric definitions, baselines, targets, owners, cadence
  4. Metric robustness + guardrails (anti-gaming checks; ratio/denominator rules; quality guardrails)
  5. Systems & habits plan (“default-on” behaviors/processes that make progress recurring)
  6. Review + grading plan (weekly check-in; mid-cycle checkpoint; end-of-cycle scoring + learning retro)
  7. Risks / Open questions / Next steps (always included)
Templates: references/TEMPLATES.md
生成一份Markdown格式的OKR与目标包（可在对话中直接呈现；若用户要求，也可作为文件交付），顺序如下：
  1. 上下文快照（战略锚点、时间范围、覆盖范围、约束条件、利益相关者）
  2. 对齐映射图（公司目标 → 团队目标，最多一层关联）
  3. OKR草案（1-3个目标；每个目标对应2-5个关键结果），包含指标定义、基准值、目标值、负责人、节奏
  4. 指标严谨性与保障措施（反作弊检查；比率/分母规则；质量保障）
  5. 体系与习惯方案（可“默认启用”的行为/流程，确保进展持续发生）
  6. 回顾与评分方案（每周同步；周期中检查点；周期末评分+学习回顾）
  7. 风险/待解决问题/下一步行动（必须包含）
模板：references/TEMPLATES.md

Workflow (8 steps)

工作流程（8个步骤）

1) Intake + decision framing

1) 需求收集与决策框架

  • Inputs: User context; references/INTAKE.md.
  • Actions: Confirm horizon, scope, strategy anchor, baseline availability, constraints, and decision-maker(s).
  • Outputs: Context snapshot.
  • Checks: Everyone agrees what OKRs are for (alignment + learning), and what they are not (performance evaluation).
  • 输入：用户上下文；references/INTAKE.md。
  • 行动：确认时间范围、覆盖范围、战略锚点、基准数据可用性、约束条件以及决策者。
  • 输出：上下文快照。
  • 检查项：所有人就OKRs的用途（对齐+学习）和非用途（绩效评估）达成共识。

2) Establish alignment (“one step away”)

2) 建立对齐关系（“最多一层关联”）

  • Inputs: Strategy anchor; current company goal/North Star.
  • Actions: Write a one-sentence company goal for the cycle; map each proposed team objective to it (no deep cascading).
  • Outputs: Alignment map.
  • Checks: For every team objective, you can answer: “How does this move the company goal within this horizon?”
  • 输入：战略锚点；当前公司目标/北极星指标。
  • 行动：为本周期撰写一句公司目标；将每个拟议的团队目标与之关联（不进行深层拆解）。
  • 输出：对齐映射图。
  • 检查项：对于每个团队目标，都能回答：“在本周期内，这将如何推动公司目标的达成？”

3) Draft 1–3 Objectives (outcome-first)

3) 起草1-3个目标（结果优先）

  • Inputs: Alignment map; key problems/opportunities.
  • Actions: Draft objectives as outcomes + intent (not projects). Keep the set small.
  • Outputs: Objective list with short rationale (“why now / why this”).
  • Checks: An objective can be understood without reading its KRs; it changes what the team prioritizes weekly.
  • 输入：对齐映射图；核心问题/机遇。
  • 行动：以结果+意图为导向起草目标（而非项目）。目标数量要少。
  • 输出：目标列表及简短理由（“为何是现在/为何选这个”）。
  • 检查项：无需查看关键结果就能理解目标；该目标会改变团队每周的优先级。

4) Generate candidate KRs (robust, measurable)

4) 生成候选关键结果（严谨、可衡量）

  • Inputs: Objectives; baselines (or proxies).
  • Actions: Draft 2–5 KRs per objective; define baseline, target, time window, metric owner, and data source. Prefer absolute metrics; if you use a ratio, also include its absolute numerator/denominator KRs or guardrails.
  • Outputs: KR table(s) with metric definitions.
  • Checks: Two analysts would compute the same number; targets are directionally ambitious but not fantasy.
  • 输入：目标；基准值（或替代值）。
  • 行动：为每个目标起草2-5个关键结果；定义基准值、目标值、时间窗口、指标负责人和数据源。优先采用绝对数值指标；若使用比率，需同时包含其绝对分子/分母的关键结果或保障措施。
  • 输出：带指标定义的关键结果表格。
  • 检查项：两位分析师计算出的数值一致；目标具有方向性挑战性但并非不切实际。

5) Add systems/habits (default-on execution)

5) 添加体系与习惯（默认启用的执行机制）

  • Inputs: OKRs draft; team operating model.
  • Actions: Specify the recurring mechanisms that will produce progress (cadences, routines, gates, customer touchpoints), not just one-off initiatives.
  • Outputs: Systems & habits plan.
  • Checks: At least one “default-on” system exists per objective, with an owner and cadence.
  • 输入：OKR草案；团队运作模式。
  • 行动：明确说明能持续产生进展的重复机制（节奏、常规流程、关卡、客户触点），而非一次性举措。
  • 输出：体系与习惯方案。
  • 检查项：每个目标至少对应一个“默认启用”的体系，且有负责人和执行节奏。

6) Anti-gaming + guardrails

6) 反作弊与保障措施

  • Inputs: KRs + systems plan.
  • Actions: Identify how each KR could be gamed or cause harm. Add guardrails (quality, trust, margin, volume) and ratio/denominator checks.
  • Outputs: Guardrails section + anti-gaming notes per KR.
  • Checks: You can name 1–2 failure modes per KR and how you’ll detect them early.
  • 输入：关键结果+体系方案。
  • 行动：识别每个关键结果可能被作弊或造成损害的方式。添加保障措施（质量、可信度、利润空间、数量）以及比率/分母检查。
  • 输出：保障措施部分+每个关键结果的反作弊说明。
  • 检查项：能为每个关键结果列出1-2种失败模式，以及如何提前检测。

7) Review cadence + grading plan (learning loop)

7) 回顾节奏与评分方案（学习闭环）

  • Inputs: Full draft OKRs + guardrails.
  • Actions: Define weekly review format, mid-cycle checkpoint rules, and end-of-cycle grading (scoring + retrospective questions).
  • Outputs: Review + grading plan.
  • Checks: The plan produces learning, not blame; it specifies who reviews, when, and what decisions can change mid-cycle.
  • 输入：完整的OKR草案+保障措施。
  • 行动：定义每周回顾格式、周期中检查点规则，以及周期末评分（打分+回顾问题）。
  • 输出：回顾与评分方案。
  • 检查项：该方案旨在促进学习而非追责；明确规定了回顾人员、时间，以及周期中可调整的决策内容。

8) Quality gate + finalize the pack

8) 质量把关与最终定稿

  • Inputs: Entire OKR & Goals Pack.
  • Actions: Run references/CHECKLISTS.md and score with references/RUBRIC.md. Add Risks/Open questions/Next steps.
  • Outputs: Final OKR & Goals Pack.
  • Checks: Pack is shareable as-is; alignment, metrics, guardrails, and cadence are unambiguous.
  • 输入：完整的OKR与目标包。
  • 行动：使用references/CHECKLISTS.md和references/RUBRIC.md进行检查和评分。添加风险/待解决问题/下一步行动。
  • 输出：最终的OKR与目标包。
  • 检查项：包可直接共享；对齐关系、指标、保障措施和节奏均清晰明确。

Quality gate (required)

质量把关（必填）

  • Use references/CHECKLISTS.md and references/RUBRIC.md.
  • Always include: Risks, Open questions, Next steps.
  • 使用references/CHECKLISTS.md和references/RUBRIC.md。
  • 必须包含：风险、待解决问题、下一步行动。

Examples

示例

Example 1 (B2B SaaS): “Set Q2 OKRs for Activation to improve time-to-first-value for new teams.”
Expected: 1–2 objectives focused on new-team success, KRs with baselines/targets, a weekly review cadence, and guardrails (e.g., support tickets/new team).
Example 2 (Growth): “Set quarterly OKRs for Growth; we keep arguing about conversion rate vs volume.”
Expected: KRs expressed as absolute numbers (e.g., activated users) plus denominator/quality guardrails to prevent ‘ratio gaming’.
Boundary example: “Write OKRs, but we don’t have a company goal or baseline metrics.”
Response: ask for the minimum strategy anchor + baselines; if unavailable, produce 2–3 draft OKR options with explicit assumptions and recommend doing North Star/vision first.
示例1（B2B SaaS）：“为激活团队设定Q2 OKRs，以缩短新团队的首次价值实现时间。”
预期产出：1-2个聚焦新团队成功的目标，带基准值/目标值的关键结果，每周回顾节奏，以及保障措施（如“新团队支持工单数量”）。
示例2（增长团队）：“为增长团队设定季度OKRs；我们一直在为转化率 vs 数量争论不休。”
预期产出：以绝对数值（如“激活用户数”）呈现的关键结果，加上分母/质量保障措施以防止“比率作弊”。
边界示例：“撰写OKRs，但我们没有公司目标或基准指标。”
回应：请求提供最基本的战略锚点+基准值；若无法提供，生成2-3套带明确假设的OKR草案选项，并建议先制定北极星指标/愿景。