---

name: "ops-okr-planning" description: "Design and implement OKR (Objectives and Key Results) for goal-setting and strategic alignment across organizational levels. Use this skill when the user needs to set team or company goals, align departments to strategy, track quarterly progress, or transition from KPI to OKR systems — even if they say 'set our quarterly goals', 'how does OKR work', 'align team goals with company vision', or 'our goals feel disconnected'." metadata: category: "WP-10 通用商業" tags: ["business", "okr", "goal-setting", "performance"]

OKR Planning

Framework

IRON LAW: Objectives Are Ambitious, Key Results Are Measurable

Objective: Qualitative, inspiring, directional. "Become the #1 choice
for SMB accounting in Taiwan."

Key Result: Quantitative, measurable, time-bound. "Increase NPS from
32 to 50 by Q4."

If you can't measure it, it's not a Key Result. If it's not ambitious,
it's not an Objective.

OKR vs KPI

Aspect	OKR	KPI
Purpose	Drive change, set direction	Monitor ongoing performance
Ambition	Stretch goals (70% achievement = success)	Targets (100% achievement expected)
Cadence	Quarterly	Ongoing
Scope	Strategic priorities (3-5 per level)	Operational metrics (many)
Scoring	0.0 - 1.0 scale	Threshold-based

OKR Structure

Objective: {Inspiring, qualitative goal}
├── KR1: {Measurable result} — baseline: X → target: Y
├── KR2: {Measurable result} — baseline: X → target: Y
└── KR3: {Measurable result} — baseline: X → target: Y

Rules:

• 3-5 Objectives per level (company, team, individual)
• 2-5 Key Results per Objective
• At least one KR should be a leading indicator (not just lagging)
• 70% achievement on stretch goals is the "sweet spot"

Alignment (Cascading)

Company OKR: "Become the market leader in Taiwan SMB accounting"
    ↓
Product Team: "Make onboarding effortless"
  KR: Reduce time-to-first-value from 7 days to 1 day
    ↓
Engineering: "Ship self-serve onboarding flow"
  KR: Launch wizard by March 15, 80% completion rate

Each level's OKRs should CONTRIBUTE to the level above, but shouldn't be copy-paste. Teams translate company objectives into their domain.

OKR Cadence

Activity	Frequency	Participants
Set OKRs	Start of quarter	Leadership + team leads
Weekly check-in	Weekly (15 min)	Team standup
Mid-quarter review	Mid-quarter	Team + manager
End-of-quarter scoring	End of quarter	Everyone
Retrospective	After scoring	Team

Scoring Guide

Score	Meaning
0.0-0.3	Failed to make meaningful progress
0.4-0.6	Made progress but fell short
0.7-0.8	Sweet spot — ambitious goal, strong execution
0.9-1.0	Either nailed it (great!) or goal wasn't ambitious enough

Output Format

# OKR Plan: {Team/Company} — {Quarter}

## Company Objectives
### O1: {Objective}
- KR1: {metric} — {baseline} → {target}
- KR2: {metric} — {baseline} → {target}
- KR3: {metric} — {baseline} → {target}

## Team OKRs (aligned to company)
### {Team Name}
#### O1: {Team objective} (supports Company O{N})
- KR1: {metric} — {baseline} → {target}
- KR2: ...

## Check-in Template
| KR | Target | Current | Confidence | Blocker |
|-----|--------|---------|-----------|---------|
| KR1 | {target} | {current} | 🟢/🟡/🔴 | {if any} |

Gotchas

• OKRs are not a to-do list: "Launch feature X by March" is a task, not a KR. Reframe as: "Increase user activation rate from 30% to 50%" — the KR measures the OUTCOME, not the output.
• 100% achievement means not ambitious enough: If every OKR scores 1.0, goals were too easy. Encourage stretch.
• Don't tie OKRs to compensation directly: This makes people set safe, achievable goals instead of ambitious ones. Use OKRs for alignment and learning, not bonuses.
• Start with company OKRs first: Team OKRs without company OKRs lead to misalignment. Top-down direction, bottom-up input on how to achieve it.
• 3-5 objectives MAX: More objectives = less focus. If everything is a priority, nothing is.

References

• For OKR scoring templates, see references/okr-templates.md
• For BSC comparison, see the biz-bsc skill