Each OKR level is suitable for different types of OKR. That said, we recommend that you stop at two levels of key results below each objective. In most cases, a level of key results will suffice. OKR (Objectives and Key Results) is an objective system used by Google and others.
It's a simple tool for creating alignment and commitment around measurable objectives. Some of the CEO's OKRs will become the next level objectives for the CMO and some of the key results of the CMO will become the next level objectives for the digital marketing director, etc. Sometimes they even exceed the recommended number of five OKRs per level and add seven or eight OKRs, but they keep all of them at the corporate level and then assign the key results to the people who work in the company. When it comes to departments, certainly the objectives and key results are the property of the department director or the department head and the key results themselves are assigned to people, but there is no ambiguity here.
The main results of this corporate OKR will be cascaded throughout the organization until they become OKR at the department level. Basically, take that key outcome as an objective for itself and expand on that objective rather than including a few key results at the individual level, and then track and execute based on them. However, one of the key results at the corporate level was to increase the number of countries in which you operate from 10 to 15. The individual performance and development of my employees, and so on, are private and I keep them in the human resources process, but it's also more about business-focused functional objectives that are important to the team that I'm also a part of, and I contribute and follow up to be successful. Setting OKRs at a combination of these four levels will help you align and focus your team's energy on your priority objectives, allowing you to achieve high-quality results more quickly.
While OKRs are at the department level, you might want to assign key results to people. Many organizations choose to use only the company and department levels in their implementation of the OKR, which limits the number of alignments they must perform and maintain a clear and simple vision of the company's most important objectives.
