How to Write OKR?

OKR (Objectives and Key Results) is one of the most effective methods for managing goals. It clarifies the goals of companies, teams, and employees. It enables prioritization and supports a results-oriented culture. Successful OKR implementation relies on well-written objectives. These objectives must be fully aligned with the company strategy.

Creating Company Strategies

The first step in the OKR preparation process is very important. Strategies that define the company's short- and long-term goals must be established. These strategies act as a compass, guiding the entire OKR framework. Senior management and leaders determine these strategic priorities. They outline a framework for achieving the company's vision.

Strategic priorities are determined by considering many factors. The company's current situation, market conditions, and future potential are evaluated. For example, key strategies might be "Digitalization" or "Customer Satisfaction." These strategies form the basis for company, department, and individual OKRs. OKR success depends on alignment with these strategies.

Determining Company OKRs

Once the company strategies are clear, leaders come together. These strategies are transformed into concrete objectives. Where the company is headed is discussed at this stage. Which areas will be prioritized is determined. As a result of these discussions, Company OKRs emerge. Company OKRs provide a common purpose for the entire organization.

Creating Objectives

Objectives should be inspiring and qualitative statements. They are the answer to the question, "What do we want to achieve?" They should motivate employees and reflect the vision. An objective is often expressed with a time frame.

Creating Key Results (KR)

Key Results (KR) are the metrics that measure whether the objective has been achieved. They must be quantitative and specific. They are the answer to the question, "How will we know we have reached our goal?" 3-4 KRs should be set for each objective. KRs must always contain measurable values.

Care must be taken when writing KRs. Specific and measurable terms should be used. Ambiguous words should be avoided. KRs should measure the outcome of the work, not just the work itself. They are expected to be challenging yet achievable. They should encourage creativity in employees.

📊 Learn how to identify effective Key Results with practical examples.

Aligning OKRs with the Organization

OKR is a two-way system. Objectives are not just assigned from the top down. They can also be created from the bottom up and horizontally. After company objectives are set, everyone prepares their own OKRs. These must be aligned with company strategies.

Department OKRs

Departments use selections from the Company OKRs. They create objectives by adapting them to their own areas of activity. Department KRs must support a Company OKR. This alignment is critical.

Individual OKRs

Individual OKRs should be aligned with department objectives. Goals reflecting the person's responsibilities are set. Individual OKRs substantiate the employee's personal contribution to company goals.

Employees can also propose their own objectives. 60% of OKRs come from the top level. The remaining 40% are formed by employee initiative. New objectives that feed into company strategies are proposed. This situation increases employee engagement and innovation.

Criteria for Successful OKR Writing

When creating OKRs, prioritization must be done correctly. The objectives created must be aligned, challenging, and understandable. A successful OKR must meet some basic criteria.

Alignment

Every OKR must support a higher-level OKR. Vertical and horizontal alignment must be ensured. This guarantees that resources are focused on the most important strategic goals.

🎯 Understand the critical importance of alignment in OKR implementation.

Challenging

OKRs should not be easily achievable goals. The success expectation is kept around 70%. These challenging goals push the organization to find creative solutions. It takes employees out of their comfort zones.

Transparency

All OKRs must be open to everyone within the company. Everyone should be able to see what other teams and management are focused on. This transparency supports collaboration. It prevents the formation of silos.

Limited Number

Too many objectives should not be set within one period. This leads to a loss of focus. 4 or 5 Objectives at one level is ideal. 3 to 4 KRs for each Objective is sufficient. This limited number ensures a focus on the most important priorities.

Value-Oriented

KRs should not only measure the completion of a task. They must also measure the value created for the company. For example, "Set up the reporting system" is a task. "Shorten the decision-making process by three days thanks to the new reporting system" is a Key Result.

📈 Explore the differences between OKRs and traditional KPIs.

Drafting and Consensus Process

Creating OKRs is a collaborative process. It is not a desk job done by one person.

The first step is preparing a draft document. Employees and team leaders prepare their draft OKRs. Company and department objectives are reviewed.

Then, team meetings are held. Drafts are discussed, and potential conflicts are identified. Potential areas for collaboration are discussed.

The employee reviews their drafts in a one-on-one meeting with their manager. The manager provides guidance and checks for alignment. At this stage, consensus is reached on the OKRs.

The finalized OKRs are entered into an OKR platform. This platform facilitates regular tracking. It increases transparency.

Tracking and Evaluating OKRs

OKR is a dynamic system. It is not set at the beginning of the period and forgotten. It must be tracked regularly throughout the year.

Weekly or bi-weekly check-in meetings are held. Progress on OKRs is evaluated in these meetings. Challenges encountered are discussed, and necessary updates are made. These meetings not only score progress but also ensure focus.

Market conditions can change. In this case, OKRs must be flexible. The Objective or KRs may need to be updated. If necessary, objectives can be changed entirely. This is an important part of OKR dynamics.

At the end of the period, all OKRs are evaluated. Each KR is scored based on the result achieved. This scoring is important for setting future goals. What matters is not 100% success, but learning. This way, better objectives can be set in the next cycle.

The OKR system is a cultural transformation. Well-written and aligned OKRs bring success. They must be tracked in a disciplined manner. OKRs increase the organization's focus and growth potential. After determining your compass and roadmap, the key is consistent implementation.