Learn about OKRs
OKR examples by team
Explore how ten different teams can turn priorities into objectives and measurable key results. Each example includes an objective, its key results and a short explanation of why they work together.
The numbers are illustrations to adapt to your own starting point, not targets to copy.
Leadership team
Leadership OKRs usually set the few company-wide changes that every other team can link to.
Objective
Focus the organisation on a few clear priorities
Key results
- Reduce the number of company objectives from 9 to 3 before the quarter starts.
- Raise the share of team objectives linked to a company objective from 45% to 85%.
- Raise the share of staff who can name the top company priorities in an anonymous pulse survey from 38% to 70%.
Why it works: They test whether priorities are few, connected to the work of teams and actually understood, not just announced.
Objective
Make decisions faster and closer to the work
Key results
- Cut the average time from proposal to decision on cross-team requests from 21 days to 7 days.
- Publish a written guide to who decides what, covering every department, by week 6.
- Keep the number of decisions escalated to the leadership team below 5 per month.
Why it works: They combine a speed measure, a clear milestone and a limit that checks decisions are really being made closer to the work.
Sales
Sales OKRs usually aim at winning the right customers more predictably and keeping the ones already won.
Objective
Win more of the right customers
Key results
- Raise the win rate on qualified opportunities from 18% to 26%.
- Shorten the average sales cycle for mid-sized accounts from 70 days to 50 days.
- Keep at least 80% of new deals within the agreed target customer profile.
Why it works: Win rate and cycle length show whether selling is getting easier, and the profile limit stops the team chasing deals that will not last.
Objective
Keep and grow the customers we already have
Key results
- Raise the customer renewal rate from 84% to 92%.
- Increase the share of accounts using more than one of our services from 22% to 35%.
- Hold a structured account review with each of our 40 largest accounts by week 10.
Why it works: They measure loyalty and the depth of each relationship directly, and the review milestone gives the team a concrete way to improve both.
Marketing
Marketing OKRs usually aim at reaching the right audience and turning its interest into real conversations for the sales team.
Objective
Build steady, qualified demand for the sales team
Key results
- Increase qualified leads accepted by sales from 120 to 180 per month.
- Raise the conversion rate from website visit to contact request from 1.2% to 2%.
- Keep the share of leads rejected by sales below 20% every month.
Why it works: Volume, conversion and rejection together show whether marketing is bringing in more interest and the right kind of interest.
Objective
Make our expertise easy to find and trust
Key results
- Grow search visits to the guides section of the website from 4,000 to 7,000 a month.
- Publish 6 in-depth guides, each checked by a subject expert, by the end of the quarter.
- Raise the average reading time on guide pages from 1 minute 40 seconds to 3 minutes.
Why it works: They connect a piece of work, the guides, to evidence that people find them and actually read them.
Product
Product OKRs usually aim at changes in how customers use the product, rather than at the list of features shipped.
Objective
Help new customers succeed in their first week
Key results
- Raise the share of new accounts that complete setup within 7 days from 42% to 65%.
- Cut the median time from sign-up to first completed task from 3 days to 1 day.
- Reduce support requests about setup from 150 to 60 per month.
Why it works: Each key result looks at the same first week from a different angle: progress, speed and friction.
Objective
Make reporting part of customers' weekly routine
Key results
- Increase the share of active accounts that open a report each week from 25% to 40%.
- Raise the satisfaction score for reporting in the quarterly customer survey from 6.1 to 7.5 out of 10.
- Interview 20 customers about reporting and share the findings with the product group by week 5.
Why it works: Usage and satisfaction show whether the change is landing, and the interviews make sure the team builds on evidence rather than guesses.
Engineering
Engineering OKRs usually aim at reliability, speed of delivery and the health of the systems the rest of the organisation depends on.
Objective
Keep the service reliable as usage grows
Key results
- Keep monthly availability of the customer-facing service at or above 99.5%.
- Cut the average time to restore service after an incident from 90 minutes to 30 minutes.
- Reduce incidents caused by releases from 8 to 3 per month.
Why it works: They pair a limit the business relies on with two measures that show whether problems are becoming rarer and shorter.
Objective
Ship changes in smaller, safer steps
Key results
- Increase releases to production from 2 per week to 10 per week.
- Shorten the median wait for a code review from 2 days to 6 hours.
- Raise automated test coverage of the order-handling code from 55% to 80%.
Why it works: Frequent, quick and well-tested releases lower the risk of each change, and the three measures only move together if the process truly improves.
Customer support
Support OKRs usually aim at solving customer problems quickly and well, and at removing the reasons people need help.
Objective
Answer customers quickly, even at busy times
Key results
- Cut the median time to first reply on weekdays from 6 hours to 1 hour.
- Keep the share of requests waiting more than 24 hours below 5% every week.
- Agree a shared rota that covers the two busiest days of the week by week 3.
Why it works: The first key result is the change itself, the second protects the customers who would otherwise wait longest, and the rota gives the team a way to deliver both.
Objective
Reduce the need for customers to contact us
Key results
- Reduce requests about sign-in problems from 400 to 150 per month.
- Raise the share of help-centre searches that end without a new request from 55% to 70%.
- Share a monthly summary of the five most common request reasons with product and engineering from week 4.
Why it works: They count fewer requests rather than faster handling, which pushes the team to fix causes instead of symptoms.
People and HR
People and HR OKRs usually aim at how the organisation hires, welcomes, develops and listens to its staff, and never at rating individuals.
Objective
Bring new people in quickly and welcome them well
Key results
- Cut the average time from job posting to accepted offer from 55 days to 35 days.
- Raise the share of new joiners with equipment and access ready on their first day from 60% to 95%.
- Raise the average onboarding survey score at 30 days from 6.8 to 8 out of 10.
Why it works: They follow the joining experience from the open role to the end of the first month, so gaps show up where they happen.
Objective
Hear from our people and help them keep learning
Key results
- Raise participation in the engagement survey from 54% to 75%.
- Share survey results and an agreed action list with every department within 4 weeks of the survey closing.
- Raise completion of required safety and data protection training from 70% to 95% of staff.
Why it works: Participation and visible follow-up show whether staff find the survey worth answering, and training completion is a clear measure for the whole organisation.
Finance
Finance OKRs usually aim at faster, more accurate numbers and smoother processes for the rest of the organisation.
Objective
Close the books faster and with fewer corrections
Key results
- Cut the monthly close from 12 working days to 6 working days.
- Reduce manual adjustments made after the close from 30 to 10 per month.
- Automate bank reconciliation for all main accounts by week 9.
Why it works: Speed alone could hide errors, so the adjustment count checks quality and the milestone removes a known source of delay.
Objective
Give departments numbers they can plan with
Key results
- Keep the gap between forecast and actual spending within 5% for every department each month.
- Cut the time to deliver monthly department reports from 10 days to 3 days after month end.
- Introduce a shared planning template used by all 12 departments by the end of the quarter.
Why it works: Accuracy, timeliness and a common format are what department heads need before they can plan with confidence.
Operations
Operations OKRs usually aim at delivering reliably, reducing waste and keeping people safe at work.
Objective
Deliver every order on the day we promised
Key results
- Raise on-time delivery from 88% to 96% of orders.
- Cut picking errors from 1.5% to 0.5% of orders.
- Keep stock shortages on the 50 fastest-moving items below 2 per week.
Why it works: On-time delivery is what customers notice, and picking errors and stock shortages are two frequent reasons it slips.
Objective
Make every site a safer place to work
Key results
- Reduce recorded safety incidents across all sites from 9 last quarter to 4 this quarter.
- Raise the share of near misses reported within 24 hours from 50% to 90%.
- Complete a safety inspection at all 6 sites with the local teams by week 8.
Why it works: Fewer incidents is the aim, while faster near-miss reporting and site inspections are early signs that habits are changing.
IT
IT OKRs usually aim at secure, dependable tools and at making it easy for staff to get on with their work.
Objective
Protect the organisation's systems and data
Key results
- Raise the share of staff accounts using two-step sign-in from 65% to 100%.
- Keep at least 95% of laptops updated with critical security fixes within 7 days of release.
- Run a tested recovery of the main file store and record how long it takes, by week 10.
Why it works: They cover prevention, routine upkeep and recovery, so no single measure can look good while another risk grows.
Objective
Make IT help quick and easy to reach
Key results
- Cut the median time to resolve laptop and access requests from 3 days to 1 day.
- Raise the share of requests raised through the self-service portal from 30% to 60%.
- Keep the staff satisfaction score for IT help at or above 8 out of 10.
Why it works: Speed and self-service make help easier to get, and the satisfaction floor checks that staff feel the difference.
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