Achieve 100% year-over-year sales growth in the EMEA region. Increase the average size of company transactions by 30% (with additional sales) Reduce customer loss to less than 5% per year (through Customer Success). If your key questions include words like “maintain”, “strive”, “continue” or “participate”, these are activities and not key results. Instead, start each key result with an action verb and continue the sentence with a description of what is to be delivered, with evidence that it has been completed.
This evidence must be verifiable and accessible. According to John Doerr, author of Measure What Matters, “With Key Results, we don't intend to encompass everything that's happening, but only the things that make a really significant difference. Because aligning OKRs with cascading OKRs can be very confusing, we recommend that OKRs be conceived as enterprise-wide initiatives, in which different functional teams defend objectives and own key results. OKRs (objectives and key results) are a methodology for setting goals in which an objective describes the desired result and is supported by 3 to 5 quantifiable and measurable key results to achieve that result.
OKRs are most effective when they align with the organization's strategic direction and with the three-year roadmap. A good practice is to create annual OKRs for the entire organization to support your orientation, and then ask people to create quarterly OKRs to support annual OKRs for the entire organization. This ensures that your OKRs are aligned with your overall vision and objectives.