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mw-first-heading"><span class="mw-page-title-main">Objectives and key results</span></h1> <div id="p-lang-btn" class="vector-dropdown mw-portlet mw-portlet-lang" > <input type="checkbox" id="p-lang-btn-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-p-lang-btn" class="vector-dropdown-checkbox mw-interlanguage-selector" aria-label="Go to an article in another language. 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title="Objectives and Key Results – German" lang="de" hreflang="de" data-title="Objectives and Key Results" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/OKR" title="OKR – Spanish" lang="es" hreflang="es" data-title="OKR" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D8%A7%D9%87%D8%AF%D8%A7%D9%81_%D9%88_%D9%86%D8%AA%D8%A7%DB%8C%D8%AC_%DA%A9%D9%84%DB%8C%D8%AF%DB%8C" title="اهداف و نتایج کلیدی – Persian" lang="fa" hreflang="fa" data-title="اهداف و نتایج کلیدی" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-fr mw-list-item"><a href="https://fr.wikipedia.org/wiki/M%C3%A9thode_OKR" title="Méthode OKR – French" lang="fr" hreflang="fr" data-title="Méthode OKR" data-language-autonym="Français" data-language-local-name="French" class="interlanguage-link-target"><span>Français</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikipedia.org/wiki/OKR" title="OKR – Korean" lang="ko" hreflang="ko" data-title="OKR" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-id mw-list-item"><a href="https://id.wikipedia.org/wiki/OKR" title="OKR – Indonesian" lang="id" hreflang="id" data-title="OKR" data-language-autonym="Bahasa Indonesia" data-language-local-name="Indonesian" class="interlanguage-link-target"><span>Bahasa Indonesia</span></a></li><li class="interlanguage-link interwiki-it mw-list-item"><a href="https://it.wikipedia.org/wiki/Objectives_and_key_results" title="Objectives and key results – Italian" lang="it" hreflang="it" data-title="Objectives and key results" data-language-autonym="Italiano" data-language-local-name="Italian" class="interlanguage-link-target"><span>Italiano</span></a></li><li class="interlanguage-link interwiki-ja mw-list-item"><a href="https://ja.wikipedia.org/wiki/OKR" title="OKR – Japanese" lang="ja" hreflang="ja" data-title="OKR" data-language-autonym="日本語" data-language-local-name="Japanese" class="interlanguage-link-target"><span>日本語</span></a></li><li class="interlanguage-link interwiki-no mw-list-item"><a href="https://no.wikipedia.org/wiki/Hovedm%C3%A5l_og_delm%C3%A5l" title="Hovedmål og delmål – Norwegian Bokmål" lang="nb" hreflang="nb" data-title="Hovedmål og delmål" data-language-autonym="Norsk bokmål" data-language-local-name="Norwegian Bokmål" class="interlanguage-link-target"><span>Norsk bokmål</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikipedia.org/wiki/OKR" title="OKR – Portuguese" lang="pt" hreflang="pt" data-title="OKR" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-ru mw-list-item"><a href="https://ru.wikipedia.org/wiki/OKR" title="OKR – Russian" lang="ru" hreflang="ru" data-title="OKR" data-language-autonym="Русский" data-language-local-name="Russian" class="interlanguage-link-target"><span>Русский</span></a></li><li class="interlanguage-link interwiki-sv mw-list-item"><a href="https://sv.wikipedia.org/wiki/OKR" title="OKR – Swedish" lang="sv" hreflang="sv" data-title="OKR" data-language-autonym="Svenska" data-language-local-name="Swedish" class="interlanguage-link-target"><span>Svenska</span></a></li><li class="interlanguage-link interwiki-th mw-list-item"><a href="https://th.wikipedia.org/wiki/%E0%B9%80%E0%B8%9B%E0%B9%89%E0%B8%B2%E0%B8%AB%E0%B8%A1%E0%B8%B2%E0%B8%A2%E0%B9%81%E0%B8%A5%E0%B8%B0%E0%B8%9C%E0%B8%A5%E0%B8%AA%E0%B8%B1%E0%B8%A1%E0%B8%A4%E0%B8%97%E0%B8%98%E0%B8%B4%E0%B9%8C%E0%B8%AA%E0%B8%B3%E0%B8%84%E0%B8%B1%E0%B8%8D" title="เป้าหมายและผลสัมฤทธิ์สำคัญ – Thai" lang="th" hreflang="th" data-title="เป้าหมายและผลสัมฤทธิ์สำคัญ" data-language-autonym="ไทย" data-language-local-name="Thai" class="interlanguage-link-target"><span>ไทย</span></a></li><li class="interlanguage-link interwiki-vi mw-list-item"><a href="https://vi.wikipedia.org/wiki/OKR" title="OKR – Vietnamese" lang="vi" hreflang="vi" data-title="OKR" data-language-autonym="Tiếng Việt" data-language-local-name="Vietnamese" class="interlanguage-link-target"><span>Tiếng Việt</span></a></li><li class="interlanguage-link interwiki-zh mw-list-item"><a href="https://zh.wikipedia.org/wiki/%E7%9B%AE%E6%A0%87%E4%B8%8E%E5%85%B3%E9%94%AE%E7%BB%93%E6%9E%9C" title="目标与关键结果 – Chinese" lang="zh" 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data-mw-ve-target-container> <div class="vector-body-before-content"> <div class="mw-indicators"> </div> <div id="siteSub" class="noprint">From Wikipedia, the free encyclopedia</div> </div> <div id="contentSub"><div id="mw-content-subtitle"></div></div> <div id="mw-content-text" class="mw-body-content"><div class="mw-content-ltr mw-parser-output" lang="en" dir="ltr"><div class="shortdescription nomobile noexcerpt noprint searchaux" style="display:none">Framework used to define measurable goals and their outcomes</div> <style data-mw-deduplicate="TemplateStyles:r1236090951">.mw-parser-output .hatnote{font-style:italic}.mw-parser-output div.hatnote{padding-left:1.6em;margin-bottom:0.5em}.mw-parser-output .hatnote i{font-style:normal}.mw-parser-output .hatnote+link+.hatnote{margin-top:-0.5em}@media print{body.ns-0 .mw-parser-output .hatnote{display:none!important}}</style><div role="note" class="hatnote navigation-not-searchable">For other uses, see <a href="/wiki/OKR_(disambiguation)" class="mw-disambig" title="OKR (disambiguation)">OKR (disambiguation)</a>.</div> <p><b>Objectives and key results</b> (<b>OKR</b>, alternatively <b>OKRs</b>) is a <a href="/wiki/Goal_setting" title="Goal setting">goal-setting</a> framework used by individuals, teams, and organizations to define measurable goals and track their outcomes. The development of OKR is generally attributed to <a href="/wiki/Andrew_Grove" title="Andrew Grove">Andrew Grove</a> who introduced the approach to <a href="/wiki/Intel" title="Intel">Intel</a> in the 1970s<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> and documented the framework in his 1983 book <i><a href="/wiki/High_Output_Management" title="High Output Management">High Output Management</a></i>. </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="Overview">Overview</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Objectives_and_key_results&action=edit&section=1" title="Edit section: Overview"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>OKRs comprise an <i>objective</i> (a significant, concrete, clearly defined goal) and 3–5 <i>key results</i> (measurable success criteria used to track the achievement of that goal).<sup id="cite_ref-wodtke_book_2-0" class="reference"><a href="#cite_note-wodtke_book-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> </p><p>Not only should objectives be significant, concrete, and clearly defined, they should also be inspirational for the individual, team, or organization that is working towards them.<sup id="cite_ref-whatmatters_what_is_okr_3-0" class="reference"><a href="#cite_note-whatmatters_what_is_okr-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> Objectives can also be supported by initiatives, which are the plans and activities that help to move forward the key results and achieve the objective.<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> </p><p>Key results should be measurable, either on a <span class="nowrap">0–100%</span> scale or with any numerical value (e.g. count, dollar amount, or percentage) that can be used by planners and decision makers to determine whether those involved in working towards the key result have been successful. There should be no opportunity for "grey area" when defining a key result.<sup id="cite_ref-whatmatters_what_is_okr_3-1" class="reference"><a href="#cite_note-whatmatters_what_is_okr-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="History">History</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Objectives_and_key_results&action=edit&section=2" title="Edit section: History"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p><a href="/wiki/Andrew_Grove" title="Andrew Grove">Andrew Grove</a> popularised the concept of OKR during his tenure at <a href="/wiki/Intel" title="Intel">Intel</a> in the 1970s.<sup id="cite_ref-5" class="reference"><a href="#cite_note-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> He later documented OKR in his 1983 book <i><a href="/wiki/High_Output_Management" title="High Output Management">High Output Management</a></i>.<sup id="cite_ref-grove_book_6-0" class="reference"><a href="#cite_note-grove_book-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> </p><p>In 1975, <a href="/wiki/John_Doerr" title="John Doerr">John Doerr</a>, at the time a <a href="/wiki/Salesperson" class="mw-redirect" title="Salesperson">salesperson</a> working for <a href="/wiki/Intel" title="Intel">Intel</a>, attended a course within Intel taught by Grove where he was introduced to the theory of OKRs, then called "iMBOs" ("Intel <a href="/wiki/Management_by_Objectives" class="mw-redirect" title="Management by Objectives">Management by Objectives</a>").<sup id="cite_ref-doerr_book_7-0" class="reference"><a href="#cite_note-doerr_book-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p><p>Doerr, who by 1999 was working for <a href="/wiki/Venture_capital" title="Venture capital">venture capital</a> firm <a href="/wiki/Kleiner_Perkins" title="Kleiner Perkins">Kleiner Perkins</a>, introduced the idea of OKRs to <a href="/wiki/Google" title="Google">Google</a>.<sup id="cite_ref-levy_book_8-0" class="reference"><a href="#cite_note-levy_book-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> The idea took hold and OKRs quickly became central to Google's culture as a "management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization".<sup id="cite_ref-doerr_book_7-1" class="reference"><a href="#cite_note-doerr_book-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p><p>Doerr published a book about the OKR framework titled <i>Measure What Matters</i> in 2018. Grove's simple but effective concept is explained by <a href="/wiki/John_Doerr" title="John Doerr">John Doerr</a> in his book:<sup id="cite_ref-doerr_book_7-2" class="reference"><a href="#cite_note-doerr_book-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p> <style data-mw-deduplicate="TemplateStyles:r1244412712">.mw-parser-output .templatequote{overflow:hidden;margin:1em 0;padding:0 32px}.mw-parser-output .templatequotecite{line-height:1.5em;text-align:left;margin-top:0}@media(min-width:500px){.mw-parser-output .templatequotecite{padding-left:1.6em}}</style><blockquote class="templatequote"><p>The key result has to be measurable. But at the end you can look, and without any arguments: Did I do that or did I not do it? Yes? No? Simple. No judgments in it.</p></blockquote> <p><a href="/wiki/Larry_Page" title="Larry Page">Larry Page</a>, former CEO of <a href="/wiki/Alphabet_Inc." title="Alphabet Inc.">Alphabet</a> and co-founder of <a href="/wiki/Google" title="Google">Google</a>, credited OKRs within the foreword to Doerr's book:<sup id="cite_ref-doerr_book_7-3" class="reference"><a href="#cite_note-doerr_book-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1244412712"><blockquote class="templatequote"><p>OKRs have helped lead us to 10× growth, many times over. They’ve helped make our crazily bold mission of 'organizing the world’s information' perhaps even achievable. They've kept me and the rest of the company on time and on track when it mattered the most.</p></blockquote> <p>Since becoming popular at <a href="/wiki/Google" title="Google">Google</a>, OKRs have found favor with several other similar large <a href="/wiki/Big_Tech" title="Big Tech">tech organizations</a><sup id="cite_ref-enterprise_gamification_9-0" class="reference"><a href="#cite_note-enterprise_gamification-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> including <a href="/wiki/LinkedIn" title="LinkedIn">LinkedIn</a>,<sup id="cite_ref-linkedin_10-0" class="reference"><a href="#cite_note-linkedin-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Twitter" title="Twitter">Twitter</a>,<sup id="cite_ref-twitter_11-0" class="reference"><a href="#cite_note-twitter-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Uber" title="Uber">Uber</a>,<sup id="cite_ref-uber_12-0" class="reference"><a href="#cite_note-uber-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Microsoft" title="Microsoft">Microsoft</a><sup id="cite_ref-Microsoft_13-0" class="reference"><a href="#cite_note-Microsoft-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> and <a href="/wiki/GitLab" title="GitLab">GitLab</a>.<sup id="cite_ref-GitLab_14-0" class="reference"><a href="#cite_note-GitLab-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Best_practices">Best practices</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Objectives_and_key_results&action=edit&section=3" title="Edit section: Best practices"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Doerr recommends that an organization's target success rate for key results be 70%. A 70% success rate encourages competitive goal-making that is meant to stretch workers at low risk. If 100% of the key results are consistently being met, the key results should be reevaluated.<sup id="cite_ref-doerr_book_7-4" class="reference"><a href="#cite_note-doerr_book-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p><p>Considering this, OKRs are scored on a scale of 0.0 to 1.0, with 0.7 being the normal target for "aspirational" Key Results (where the aim is to make as much progress as possible), and 1.0 being the expected target for "committed" Key Results (where the outcome is the delivery of a product or feature, meeting a deadline, or a binary "done" or "not done" status).<sup id="cite_ref-15" class="reference"><a href="#cite_note-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> </p><p>Organizations should be careful in crafting their OKRs such that they don't represent <a href="/wiki/Business_as_usual_(business)" title="Business as usual (business)">business as usual</a> since those objectives are, by definition, not action-oriented and inspirational.<sup id="cite_ref-16" class="reference"><a href="#cite_note-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> Words like "help" and "consult" should also be avoided as they tend to be used to describe vague activities rather than concrete, measurable outcomes.<sup id="cite_ref-rework_set_okrs_17-0" class="reference"><a href="#cite_note-rework_set_okrs-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> </p><p>When coming up with key results, it is also recommended to measure leading indicators instead of lagging indicators. Leading indicators are readily measurable and provide organizations with an early warning when something isn't going right so they can course-correct. Conversely, lagging indicators are those metrics which can't be attributed to particular changes and so prevent organizations from course-correcting in time.<sup id="cite_ref-whatmatters_leading_18-0" class="reference"><a href="#cite_note-whatmatters_leading-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> </p><p>Ben Lamorte, author of <i>The OKRs Field Book</i>, suggests 5 best practices for OKRs coaches:<sup id="cite_ref-19" class="reference"><a href="#cite_note-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> </p> <ol><li>"Less is more" - define a small set of OKRs</li> <li>"Crawl-walk-run" - Deploy OKRs piecemeal. Begin with pilot teams rather than a full-scale deployment across an entire organization. In the first cycle, emphasize learning about OKRs. Reserve the second cycle to explore how best to scale the program,</li> <li>"Outcomes, not output" - Write key results that mostly reflect outcomes (results) rather than output (amount of work delivered)</li> <li>"OKRs are not everything" - Write OKRs that reflect the most important areas to make measurable progress rather than attempting to reflect everything you do. Distinguish OKRs from tasks and health metrics. Health metrics are monitored and important to track, but, unlike key results, they are not the focus for near-term improvement</li> <li>The only way to learn OKRs is to do OKRs</li></ol> <p><br /> Once planning and crafting OKRs is done, teams have the crucial task of managing their work effectively throughout the OKR cycle. Businessperson and author <a href="/wiki/Christina_Wodtke" title="Christina Wodtke">Christina Wodtke</a> recommends setting a weekly cadence to ensure progress toward the goals is achieved. </p><p>In her framework,<sup id="cite_ref-20" class="reference"><a href="#cite_note-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> Wodtke suggests answering the following questions every Monday: </p> <ol><li>What is the team's confidence in achieving the OKRs?</li> <li>Are the team's Health Metrics in a good place?</li> <li>What are the most important things to get done this week?</li> <li>What should the team prepare for in the coming four weeks?</li></ol> <div class="mw-heading mw-heading2"><h2 id="Criticism">Criticism</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Objectives_and_key_results&action=edit&section=4" title="Edit section: Criticism"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>OKRs were once typically set at the individual, team, and organization levels; however, most organizations no longer define OKRs for individual contributors as these OKRs tend to look like a task list and lead to conflating OKRs with performance reviews. The motivation for starting OKRs at the company, team, and individual levels was inspired by the 2014 Google Ventures Workshop Recording in which Rick Klau explains that OKRs exist at 3 levels. Subsequently, in November 2017, Klau clarified via twitter: “6- Skip individual OKRs altogether. Especially for younger, smaller companies. They’re redundant. Focus on company- and team-level OKRs.” Additionally, there is criticism that creating OKRs at multiple levels may cause too much of a <a href="/wiki/Waterfall_model" title="Waterfall model">waterfall approach</a>, something that OKRs in many ways intend to avoid.<sup id="cite_ref-okr_waterfall_criticism_21-0" class="reference"><a href="#cite_note-okr_waterfall_criticism-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Similar_frameworks">Similar frameworks</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Objectives_and_key_results&action=edit&section=5" title="Edit section: Similar frameworks"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>There is an overlap with other <a href="/wiki/Strategic_planning" title="Strategic planning">strategic planning</a> frameworks like <a href="/wiki/OGSM" title="OGSM">objectives, goals, strategies and measures</a> (OGSM) and <a href="/wiki/Hoshin_Kanri" title="Hoshin Kanri">Hoshin Kanri</a>'s X-Matrix. OGSM, however, explicitly includes "strategy" as one of its components. </p><p>In addition, OKRs overlap with other <a href="/wiki/Performance_management" class="mw-redirect" title="Performance management">performance management</a> frameworks, sitting somewhere between <a href="/wiki/Performance_indicator" title="Performance indicator">performance indicator</a> (KPI) and <a href="/wiki/Balanced_scorecard" title="Balanced scorecard">balanced scorecard</a>.<sup id="cite_ref-davies_interview_22-0" class="reference"><a href="#cite_note-davies_interview-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Objectives_and_key_results&action=edit&section=6" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Management_by_objectives" title="Management by objectives">Management by objectives</a></li> <li><a href="/wiki/Objectives,_goals,_strategies_and_measures" class="mw-redirect" title="Objectives, goals, strategies and measures">Objectives, goals, strategies and measures</a> (OGSM)</li> <li><a href="/wiki/Key_performance_indicator" class="mw-redirect" title="Key performance indicator">Key performance indicator</a> (KPI)</li> <li><a href="/wiki/Balanced_scorecard" title="Balanced scorecard">Balanced scorecard</a></li> <li><a href="/wiki/SMART_criteria" title="SMART criteria">SMART criteria</a></li> <li>Goal Question Metric (<a href="/wiki/GQM" title="GQM">GQM</a>)</li></ul> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Objectives_and_key_results&action=edit&section=7" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist reflist-columns references-column-width" style="column-width: 30em;"> <ol class="references"> <li id="cite_note-1"><span class="mw-cite-backlink"><b><a href="#cite_ref-1">^</a></b></span> <span class="reference-text"><style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFBas" class="citation web cs1">Bas, Andriy. <a rel="nofollow" class="external text" href="https://www.plai.team/blog/history-of-objectives-and-key-results">"A History of Objectives and Key Results (OKRs)"</a>. <i>Plai</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20220829155549/https://www.plai.team/blog/history-of-objectives-and-key-results">Archived</a> from the original on 29 August 2022<span class="reference-accessdate">. Retrieved <span class="nowrap">29 August</span> 2022</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Plai&rft.atitle=A+History+of+Objectives+and+Key+Results+%28OKRs%29&rft.aulast=Bas&rft.aufirst=Andriy&rft_id=https%3A%2F%2Fwww.plai.team%2Fblog%2Fhistory-of-objectives-and-key-results&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-wodtke_book-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-wodtke_book_2-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWodtke2016" class="citation book cs1">Wodtke, Christina (2016). <i>Introduction to OKRs</i>. O’Reilly Media, Inc. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9781491960271" title="Special:BookSources/9781491960271"><bdi>9781491960271</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Introduction+to+OKRs&rft.pub=O%E2%80%99Reilly+Media%2C+Inc.&rft.date=2016&rft.isbn=9781491960271&rft.aulast=Wodtke&rft.aufirst=Christina&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-whatmatters_what_is_okr-3"><span class="mw-cite-backlink">^ <a href="#cite_ref-whatmatters_what_is_okr_3-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-whatmatters_what_is_okr_3-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.whatmatters.com/faqs/okr-meaning-definition-example/">"What is an OKR? Definition and examples"</a>. <i>What Matters</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210824173635/https://www.whatmatters.com/faqs/okr-meaning-definition-example/">Archived</a> from the original on 24 August 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">24 August</span> 2021</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=What+Matters&rft.atitle=What+is+an+OKR%3F+Definition+and+examples&rft_id=https%3A%2F%2Fwww.whatmatters.com%2Ffaqs%2Fokr-meaning-definition-example%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-4"><span class="mw-cite-backlink"><b><a href="#cite_ref-4">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFMaasik" class="citation book cs1">Maasik, Alexander. <i>Step by Step Guide to OKRs</i>. Amazon Digital Services LLC.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Step+by+Step+Guide+to+OKRs&rft.pub=Amazon+Digital+Services+LLC&rft.aulast=Maasik&rft.aufirst=Alexander&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-5"><span class="mw-cite-backlink"><b><a href="#cite_ref-5">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFBas" class="citation web cs1">Bas, Andriy. <a rel="nofollow" class="external text" href="https://www.plai.team/blog/history-of-objectives-and-key-results">"A History of Objectives and Key Results (OKRs)"</a>. <i>Plai</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20220829155549/https://www.plai.team/blog/history-of-objectives-and-key-results">Archived</a> from the original on 29 August 2022<span class="reference-accessdate">. Retrieved <span class="nowrap">29 August</span> 2022</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Plai&rft.atitle=A+History+of+Objectives+and+Key+Results+%28OKRs%29&rft.aulast=Bas&rft.aufirst=Andriy&rft_id=https%3A%2F%2Fwww.plai.team%2Fblog%2Fhistory-of-objectives-and-key-results&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-grove_book-6"><span class="mw-cite-backlink"><b><a href="#cite_ref-grove_book_6-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFGrove1983" class="citation book cs1">Grove, Andrew (1983). <span class="id-lock-registration" title="Free registration required"><a rel="nofollow" class="external text" href="https://archive.org/details/highoutputmanage00grov"><i>High Output Management</i></a></span>. Random House. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0394532341" title="Special:BookSources/0394532341"><bdi>0394532341</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=High+Output+Management&rft.pub=Random+House&rft.date=1983&rft.isbn=0394532341&rft.aulast=Grove&rft.aufirst=Andrew&rft_id=https%3A%2F%2Farchive.org%2Fdetails%2Fhighoutputmanage00grov&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-doerr_book-7"><span class="mw-cite-backlink">^ <a href="#cite_ref-doerr_book_7-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-doerr_book_7-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-doerr_book_7-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-doerr_book_7-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-doerr_book_7-4"><sup><i><b>e</b></i></sup></a></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFDoerr2018" class="citation book cs1">Doerr, John (2018). <i>Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs</i>. Penguin Publishing Group. p. 31. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/9780525536239" title="Special:BookSources/9780525536239"><bdi>9780525536239</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Measure+What+Matters%3A+How+Google%2C+Bono%2C+and+the+Gates+Foundation+Rock+the+World+with+OKRs&rft.pages=31&rft.pub=Penguin+Publishing+Group&rft.date=2018&rft.isbn=9780525536239&rft.aulast=Doerr&rft.aufirst=John&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-levy_book-8"><span class="mw-cite-backlink"><b><a href="#cite_ref-levy_book_8-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFLevy2011" class="citation book cs1"><a href="/wiki/Steven_Levy" title="Steven Levy">Levy, Steven</a> (2011). <i><a href="/wiki/In_The_Plex:_How_Google_Thinks,_Works,_and_Shapes_Our_Lives" class="mw-redirect" title="In The Plex: How Google Thinks, Works, and Shapes Our Lives">In The Plex: How Google Thinks, Works, and Shapes Our Lives</a></i>. 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Retrieved <span class="nowrap">3 November</span> 2015</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=recode&rft.atitle=Following+Frat+Party%2C+Twitter%27s+Jack+Dorsey+Vows+to+Make+Diversity+a+Company+Goal&rft.date=2015-07-27&rft.aulast=Wagner&rft.aufirst=Kurt&rft_id=http%3A%2F%2Frecode.net%2F2015%2F07%2F27%2Ffollowing-frat-party-twitters-jack-dorsey-vows-to-make-diversity-a-company-goal%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-uber-12"><span class="mw-cite-backlink"><b><a href="#cite_ref-uber_12-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFFowler" class="citation web cs1"><a href="/wiki/Susan_Fowler" class="mw-redirect" title="Susan Fowler">Fowler, Susan</a>. <a rel="nofollow" class="external text" href="https://www.susanjfowler.com/blog/2017/2/19/reflecting-on-one-very-strange-year-at-uber">"Reflecting On One Very, Very Strange Year At Uber"</a>. <i>Susan Fowler Blog</i>. 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Retrieved <span class="nowrap">19 April</span> 2018</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Susan+Fowler+Blog&rft.atitle=Reflecting+On+One+Very%2C+Very+Strange+Year+At+Uber&rft.aulast=Fowler&rft.aufirst=Susan&rft_id=https%3A%2F%2Fwww.susanjfowler.com%2Fblog%2F2017%2F2%2F19%2Freflecting-on-one-very-strange-year-at-uber&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-Microsoft-13"><span class="mw-cite-backlink"><b><a href="#cite_ref-Microsoft_13-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFChadda" class="citation web cs1">Chadda, Sandeep. <a rel="nofollow" class="external text" href="https://medium.com/@sandeepchads/6-things-i-learnt-about-okrs-microsoft-f9a43a422b0d">"6 things I learnt about OKRs @ Microsoft"</a>. <i>Medium</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210208202849/https://geekintraining.medium.com/6-things-i-learnt-about-okrs-microsoft-f9a43a422b0d">Archived</a> from the original on 8 February 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">9 September</span> 2020</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Medium&rft.atitle=6+things+I+learnt+about+OKRs+%40+Microsoft&rft.aulast=Chadda&rft.aufirst=Sandeep&rft_id=https%3A%2F%2Fmedium.com%2F%40sandeepchads%2F6-things-i-learnt-about-okrs-microsoft-f9a43a422b0d&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-GitLab-14"><span class="mw-cite-backlink"><b><a href="#cite_ref-GitLab_14-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://about.gitlab.com/company/okrs">"GitLab: Objectives and Key Results (OKRs)"</a>. <i>GitLab</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20220225064728/https://about.gitlab.com/company/okrs/">Archived</a> from the original on 25 February 2022<span class="reference-accessdate">. Retrieved <span class="nowrap">25 February</span> 2022</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=GitLab&rft.atitle=GitLab%3A+Objectives+and+Key+Results+%28OKRs%29&rft_id=https%3A%2F%2Fabout.gitlab.com%2Fcompany%2Fokrs&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-15"><span class="mw-cite-backlink"><b><a href="#cite_ref-15">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.okr-dash.com/articles/how-to-score-okrs">"How to score OKRs"</a>. <i>OKR-Dash Blog</i><span class="reference-accessdate">. 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Retrieved <span class="nowrap">24 August</span> 2021</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=What+Matters&rft.atitle=OKRs+are+not+%22BAU%22&rft_id=https%3A%2F%2Fwww.whatmatters.com%2Fseries_entries%2Fs2-3-okrs-bau-business-as-usual%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-rework_set_okrs-17"><span class="mw-cite-backlink"><b><a href="#cite_ref-rework_set_okrs_17-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://rework.withgoogle.com/guides/set-goals-with-okrs/steps/set-objectives-and-develop-key-results/">"re:Work - Guide: Set goals with OKRs"</a>. <i>rework.withgoogle.com</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20211119141606/https://rework.withgoogle.com/guides/set-goals-with-okrs/steps/set-objectives-and-develop-key-results/">Archived</a> from the original on 19 November 2021<span class="reference-accessdate">. Retrieved <span class="nowrap">24 August</span> 2021</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=rework.withgoogle.com&rft.atitle=re%3AWork+-+Guide%3A+Set+goals+with+OKRs&rft_id=https%3A%2F%2Frework.withgoogle.com%2Fguides%2Fset-goals-with-okrs%2Fsteps%2Fset-objectives-and-develop-key-results%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-whatmatters_leading-18"><span class="mw-cite-backlink"><b><a href="#cite_ref-whatmatters_leading_18-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://www.whatmatters.com/series_entries/s3-4-okr-key-results-examples/">"Going from Good to Better Part 2"</a>. <i>What Matters</i>. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210813125231/https://www.whatmatters.com/series_entries/s3-4-okr-key-results-examples/">Archived</a> from the original on 13 August 2021<span class="reference-accessdate">. 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Retrieved <span class="nowrap">15 October</span> 2018</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Power+of+making+a+difference+at+work+%E2%80%93+Blog+Article&rft.pub=Its+in+the+Node&rft.date=2018-10-15&rft.aulast=Formgren&rft.aufirst=Johan&rft_id=https%3A%2F%2Fwww.itsinthenode.com%2Fen%2Fblog%2Fthe-power-of-making-a-difference-at-work&rfr_id=info%3Asid%2Fen.wikipedia.org%3AObjectives+and+key+results" class="Z3988"></span></span> </li> <li id="cite_note-davies_interview-22"><span class="mw-cite-backlink"><b><a href="#cite_ref-davies_interview_22-0">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFDavies2018" class="citation web cs1">Davies, Rob (9 October 2018). <a rel="nofollow" class="external text" href="https://www.perdoo.com/blog/okr-vs-balanced-scorecard/">"OKR vs Balanced Scorecard – Paul Niven Explains the Difference"</a>. Perdoo GmbH. <a rel="nofollow" class="external text" href="https://web.archive.org/web/20210208202853/https://www.perdoo.com/resources/okr-vs-balanced-scorecard/">Archived</a> from the original on 8 February 2021<span class="reference-accessdate">. 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