OKR
Objectives and Key Results
Set one ambitious objective, then prove progress with 3 measurable key results.
OKR stands for Objectives and Key Results. An Objective is a qualitative, ambitious statement of where you want to go; the Key Results are the 2–4 measurable outcomes that prove you got there. The split is the whole point — it forces you to separate the inspiration from the evidence.
OKRs are usually set quarterly and kept deliberately few. Most teams run 2–3 Objectives at a time, each with about 3 Key Results, so focus does not dissolve across a long list.
Created by Andy Grove at Intel in the 1970s and popularized at Google by John Doerr.
The OKR template
Objective
A short, qualitative, motivating statement of what you want to achieve this quarter. No numbers — those live in the key results.
Key Result 1
A measurable outcome with a clear start and target.
Key Result 2
A second measurable outcome, ideally a different angle.
Key Result 3
A third measurable outcome that rounds out the objective.
A worked example
Throughline is framework-agnostic — bring your OKR straight in and it becomes a living plan: priorities cascade to your team, progress flows back up, and when something changes the whole plan adjusts.
Build your OKR in Throughline — freeFrequently asked questions
- How many OKRs should a team have?
- Most teams set 2–3 Objectives per quarter, each with about 3 Key Results. More than that and focus collapses.
- What is the difference between a key result and a task?
- A key result is a measurable outcome ("activation hits 65%"). A task is an activity ("redesign the welcome email"). Key results describe the result you want, not the work you will do.
- Should OKRs be tied to compensation?
- Most practitioners say no. OKRs work best as ambitious, sometimes-missed stretch goals; tying them to pay pushes teams to set safe, easy targets.