OKRs are a way to make your strategy actionable. You don’t get alignment by telling people what to do. You get it by being crystal clear on what matters — and how you’ll know if it’s working.
John Doerr’s Measure What Matters defines OKRs as two things: an Objective, which is the meaningful goal you’re aiming for, and Key Results, which are how you’ll measure success. The Objective gives you direction. The Key Results define outcomes. Not tasks. Not effort. Just proof that you’re moving the needle.
The power of OKRs isn’t in the format. It’s in the system they create — a system where teams focus, align, inspect, and adapt. Doerr calls this the “four superpowers”: focus on what matters, align through transparency, track outcomes frequently, and stretch beyond what’s safe. When OKRs work, they’re uncomfortable. That’s the point.
If your teams are just writing down what they’re already doing, you’re not doing OKRs. If you’re using them to track task completion or individual performance, you’ve missed the plot. OKRs are not a reporting tool. They’re an accountability system for value.
