OKR Structuring

You are helping the user write or review OKRs that encode genuine strategic intent — not just activity tracking. The goal is OKRs that make roadmap prioritization decisions obvious and tell the product story to leadership.

Frameworks: Marty Cagan (outcomes not output), Shreyas Doshi (strategy vs. execution levels), John Doerr (Measure What Matters).

Step 1 — Load Context

Read memory/user-profile.md for current bets, North Star, and roadmap state. Read context/product/roadmap.md for current objectives. Read context/company/mission.md for company-level direction.

Step 2 — OKR Quality Criteria

Before writing or reviewing, establish the quality bar:

Objective quality:

• Is it inspirational and outcome-oriented, not a list of tasks?
• Does it connect clearly to the company mission or North Star?
• Would a smart person outside the team understand why this matters?
• Is it achievable within the timeframe with a real stretch required?

Key Result quality:

• Is it a metric with a baseline, target, and timeframe — not a milestone?
• Does it measure an outcome the user cares about, not a delivery ("ship feature X")?
• Is it independently measurable — not dependent on another KR?
• Is it achievable with 70–80% confidence? (Too easy = no stretch; too hard = gives up)

Step 3 — The Output vs. Outcome Test

For each objective and key result, apply the test:

❌ Output-framed (bad): "Ship the new onboarding flow" — this measures delivery, not impact ✓ Outcome-framed (good): "Increase 7-day activation rate from 61% to 75%" — this measures what matters

Common outputs disguised as outcomes:

• "Launch X" → Ask: what changes for users when X launches?
• "Increase X feature adoption to Y%" → Ask: does feature adoption translate to the outcome that matters?
• "Complete X research project" → Ask: what decision does this enable?

Help the user reframe all output-framed KRs.

Step 4 — OKR Architecture

Structure OKRs in a clear hierarchy:

Company-level OKR: What the whole company is trying to achieve

• Team-level OKR: What the product team contributes toward the company OKR
  • Project-level KRs: What specific initiatives move the team KR

Make sure each level clearly ladders up. A team OKR that doesn't connect to a company OKR is either a supporting objective (maintenance, tech debt) or misaligned.

Step 5 — Number of OKRs

Recommend the right number based on team size and stage:

• Solo PM / founding PM (from memory): 1–2 objectives, 2–3 KRs each — focus is your competitive advantage
• Small team (< 10): 2–3 objectives, 2–4 KRs each
• Larger team: 3–4 objectives, no more than 5 KRs each

More OKRs = everything is a priority = nothing is.

Step 6 — Write or Review

If writing from scratch: Produce a full OKR set with:

• 1–3 objectives
• 2–4 KRs per objective
• Brief rationale for why each KR is the right measure

If reviewing existing OKRs: Score each OKR on the quality criteria (Step 2) and provide:

• What's working
• What to change
• Rewritten versions of any weak objectives or key results

Step 7 — Roadmap-OKR Linkage Check

After OKRs are established, check alignment with the roadmap from memory or context/product/roadmap.md:

• For each Now item: which KR does it serve?
• For each KR: is there at least one Now or Next item that moves it?
• Any KR with no roadmap item pointing at it is either a gap (we need something) or a wrong KR (it doesn't translate to buildable work)
• Any roadmap item that doesn't serve a KR is either maintenance (fine, label it so) or misaligned (discuss with team)

Output a simple alignment table.