• OKRs Maturity Self-Assessment

    OKRs Maturity Self-Assessment

  • I want to assess my OKR maturity at a:

  • Statements related to the OKRs for the whole organisation

  • Statements related to the OKRs for a group of teams, such as a Business Unit, Division, or Branch

  • Statements related to the OKRs for a team, typically with no more than three layers of management

  • Writing OKRs

  • Specific

  • Each set of our OKRs contains numerical targets
  • We understand the difference between leading and lagging indicators and use a blend of them in our Key Results to accurately describe the change that matters to achieve the Objective

  • Measurable

  • Our Key Result metrics are measurable within the quarter
  • We are confident that our Key Result metrics together allow us to verify if we have achieved our Objective

  • Achievable

  • Our Objectives are aspirational yet achievable
  • We challenge ourselves with stretched targets in our Key Results
  • It is realistic we could deliver about 70-80% of our Key Results within the quarter

  • Relevant

  • Our OKRs focus on outcomes (e.g. increase 3% conversion rate) instead of outputs (e.g. run 3 campaigns) when outcomes are measurable throughout the quarter
  • Our Objectives are prioritised and relevant to the quarter
  • We have 3-5 Key Results relevant to each Objective

  • Time-bound

  • We set clear due dates for our Objectives
  • Our Key Results are due throughout the quarter, not just the last day

  • Governance

  • Alignment to Strategy

  • Our employees can see a clear link between the OKRs and our overall organisation strategy without explanation
  • We align every quarter on what matters most for the quarter
  • We prioritise the top ~5 Objectives
  • We are clear why each OKR needs to be delivered
  • Our OKRs are prepared by both leaders and their teams

  • Alignment to Teams

  • We confirm with our Business Units and teams if they have capacity to deliver our OKRs
  • We amend our OKRs based on feedback from our Business Units and teams
  • We identify risks ahead of due dates and take action to mitigate them
  • We have a roadmap that provides clarity on deliverables and interdependencies at an Organisational level

  • Funding

  • We use our OKRs to inform how and when we allocate capital to priorities

  • Delivery

  • Throughout the quarter, we track how we deliver against the OKRs
  • Based on our tracking, we discuss "what to focus on" and "what to pause"
  • We document and share key learnings from prior quarters to improve our new quarter OKRs
  • Should be Empty: