Objectives and Key Results (OKRs)

OKRs matter because they translate vague strategic aspirations into concrete, measurable targets that distributed teams can execute against independently. Without OKRs or equivalent frameworks, organisations suffer from misalignment: marketing optimises campaigns that don't support sales priorities, product builds features nobody wanted, and executives wonder why effort doesn't translate to results. OKRs create vertical alignment (individual work connects clearly to company goals) and horizontal alignment (teams see each other's priorities and coordinate accordingly). The measurable key results eliminate the ambiguity that lets underperformance hide: you can't claim victory on "improve customer satisfaction" when your NPS increased 0.3 points. The quarterly cadence balances agility with stability—long enough to make meaningful progress, short enough to adapt to market feedback. For scaling organisations especially, OKRs solve the coordination problem: as headcount grows beyond 30-50 people, informal alignment breaks down and you need systematic frameworks to keep everyone rowing in the same direction. The stretch-goal philosophy encourages ambitious thinking rather than sandbagging (setting easy targets to ensure bonuses), though this requires cultural acceptance that 70% achievement represents success. Research on OKR implementations shows mixed results—success depends heavily on leadership commitment, regular review cadence, and willingness to adjust mid-quarter rather than rigidly pursuing outdated goals. Organisations that implement OKRs effectively report improved focus, faster decision-making, and better cross-functional collaboration, whilst poorly implemented OKRs become bureaucratic exercises that teams ignore in favour of "real work."

Objectives and Key Results—usually shortened to OKRs—form a two-layer goal-setting method popularised by John Doerr in Measure What Matters. First you write an Objective: a short, inspiring statement of what you want to achieve. Then you list the Key Results that will prove you have achieved it. When every key result is met, the objective is considered done.

What an objective is

An objective answers “Where do we want to be?” It must be qualitative and motivational—something a team can rally round. “Dominate the UK mid-market accounting niche” or “Become the most trusted data-privacy advisor for SaaS founders” work far better than “Increase revenue” because they paint a picture of success.

What key results are

Key results translate that picture into numbers. They are specific, time-boxed, and binary: you either hit them or you do not. To support “Dominate the UK mid-market accounting niche”, a bookkeeping agency might track:

• Sign 40 new clients with £1 m–£20 m turnover by 31 December.
• Lift client retention from 88 % to 94 %.
• Achieve an average Trustpilot score of 4.7 across 200 reviews.
  

If any key result fails, the objective remains unfinished—even if every other metric looks healthy.

Choose one high-impact objective per team

Pick a horizon of one quarter for operational teams or one year for strategic leadership. The objective must be qualitative and memorable—no metrics yet.

B2B examples

• Creative agency: “Become the go-to brand studio for funded climate-tech start-ups.”
• Law firm: “Earn a national reputation as the fastest GDPR compliance partner.”
• Bookkeeping agency: “Own the finance back office for UK mid-market SaaS.”
  

Test the wording with the team; if people struggle to recall it, shorten or sharpen.

Set three to five measurable key results

Key results should:

1. Measure outcomes, not tasks. “Publish four LinkedIn posts” is activity; “Gain 1 000 qualified followers” is outcome.
2. Be time-bounded. Attach a clear finish date so progress is unambiguous.
3. Sit just outside comfort. 70–80 % attainment indicates healthy stretch.
   

Agency illustration

• Launch five case-study microsites generating 500 demo views by 30 June.
• Increase average proposal close rate from 24 % to 35 % by quarter-end.
• Secure two speaking slots at leading climate-tech events before Q3.
  

Cascade—or don’t—depending on company size

Small B2B firms (under 30 staff) often thrive with a single company-level OKR. Larger organisations cascade: leadership sets one objective, and each department writes supporting OKRs. Example cascade for the law firm:

Company objective – “Fastest GDPR partner.”

Marketing key result – “Rank #1 in Google for ‘GDPR compliance service’ by December.”

Delivery key result – “Cut average first-draft turnaround from 12 days to 6.”

Sales key result – “Close 90 % of tenders within 45 days.”

Link each departmental key result to the overarching objective to avoid silo drift.

Track progress weekly and grade quarterly

Create a simple 0–1 scoring: where 0 = no progress and 1 = fully hit. If halfway through the quarter the bookkeeping agency’s “40 new clients” metric sits at 0.45 (18 wins), they know they must average seven per fortnight rather than five to catch up. Use colour codes on dashboards—green (0.7-1), amber (0.4-0.7), red (below 0.4)—to convey status at a glance.

Review, learn, and iterate

At quarter-end run a retrospective:

• Which key results missed and why?
• Did we stretch too far or not far enough?
• What blockers appeared that we can remove next cycle?
  

If the law firm achieves 88 % of tenders won but retention lags, next quarter’s OKR may pivot to client-experience improvements rather than pure speed. Carry forward unfinished objectives only if they remain the highest-impact levers; otherwise archive and reset focus.

Conclusion

OKRs turn lofty ambition into measurable execution. By framing a single, inspiring objective and tying it to a handful of binary key results, agencies, consultancies, law firms, and bookkeeping firms gain laser focus, faster decisions, and transparent accountability—exactly the working-smarter discipline that unlocks sustainable growth.