Question 1

OKR vs KPI vs MBO: what's the difference?

Accepted Answer

OKRs = quarterly ambitious goals with 2-5 Key Results per Objective. KPIs (Key Performance Indicators) = ongoing metrics you track continuously (e.g., customer churn %, uptime %, NPS). MBOs (Management by Objectives) = annual, tied to performance reviews and comp. OKRs are decoupled from pay; they're stretch goals (0.6-0.7 success is normal). Use KPIs for monitoring, OKRs for strategic direction, MBOs for accountability contracts.

Question 2

How do I cascade OKRs across teams?

Accepted Answer

Company OKRs top-down → Dept heads propose draft team OKRs, bottom-up. Sync: identify conflicts, shared dependencies, overlaps. Align on alignment, not approval. Each team's KRs should tie to at least one company-level KR. Example: Company KR = '$10M ARR' → Sales team KR = '500 net new customers' → Success team KR = '95% retention'. Use a shared document (Notion/Lattice) so everyone sees the dependency graph.

Question 3

Why should OKRs be quarterly, not annual?

Accepted Answer

Quarterly cadence = adapt fast, learn faster, stay relevant. Annual OKRs become stale by Q2. Quarterly = plan 1-2 weeks, review/learn 1-2 weeks, 12 weeks of execution. Gives 4 chances per year to recalibrate. Some mature orgs use rolling quarters (set Q2 in Jan, Q3 in Apr, etc.). Cycles <3 months are too choppy; >6 months are too slow.

Question 4

How do I score OKRs? What does 0.7 mean?

Accepted Answer

Score 0.0-1.0 per Key Result. 1.0 = achieved 100%, 0.7 = achieved 70% (strong success for a stretch goal), 0.4 = achieved 40% (progress but missed stretch), 0.0 = no progress. Company health = avg 0.6-0.7 across all KRs. If everyone scores 1.0, goals are too easy. If avg <0.4, goals are unrealistic or execution broke down. Scoring is binary per KR (yes/no), not subjective.

Question 5

What are the most common OKR pitfalls?

Accepted Answer

1) Making them too easy (killing stretch). 2) Too many OKRs (>5 per Objective), losing focus. 3) Treating them like a to-do list instead of outcomes. 4) Linking OKRs to bonuses (kills honesty, people sandbagging). 5) No check-ins between weeks 1 and 13 (catch issues early). 6) 'SMART goals' phrasing (kills aspirational language; use Objectives for vision, KRs for metrics). 7) Top-down decree without team input (kills ownership).

Question 6

Can engineering teams use OKRs?

Accepted Answer

Yes. Engineering example: Objective = 'Ship faster with higher quality' → KRs: '50% reduction in bug escape rate', 'Deploy 2x/week', 'Reduce deployment failure rate to <2%'. Avoid vanity metrics like 'lines of code' or 'PRs merged'. Focus on outcomes: velocity, reliability, technical debt reduction. Pair OKRs with SLOs (Service Level Objectives) for system health.

Question 7

OKRs vs SMART goals: should I use both?

Accepted Answer

OKRs > SMART for strategy. OKRs have Objectives (qualitative, inspiring) + Key Results (quantitative, stretch). SMART is rigid acronym (Specific/Measurable/Achievable/Relevant/Time-bound). SMART goals are often too conservative ('achievable' = not a stretch). Use OKRs for company/team strategy, SMART for tactical tasks below. Example: OKR Objective = 'Dominate enterprise market', OKR KR = '20% of revenue from 100+ seat accounts'. Tactical SMART goal = 'Onboard 3 enterprise customers by end of Q' (supporting the OKR).

प्रदेश	ज्युनियर	मध्यम	सीनियर
USA	$85k	$135k	$175k
UK	£52k	£82k	£105k
EU	€58k	€88k	€118k
CANADA	C$95k	C$150k	C$195k

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