OKR Template
A complete OKR template for product teams. Covers company and team-level objectives, key results with baselines and targets, quarterly initiatives, and a retrospective section. Free to copy, download, and use. No signup required.
# OKR Template **Team / Owner:** [Team Name or Individual] **Quarter:** Q[X] [Year] **Last Updated:** [Date] --- ## How OKRs Work - **Objective** — A qualitative, inspiring statement of what you want to achieve. - **Key Results** — 2–5 measurable outcomes that define what success looks like. - **Score** — Rate each KR 0.0–1.0 at the end of the quarter. 0.7 is good; 1.0 means the target was too easy. --- ## Company OKRs (if applicable) ### Objective 1: [Company Objective] | # | Key Result | Owner | Baseline | Target | Score | |---|---|---|---|---|---| | KR1 | [Measurable result] | [Name] | [Current] | [Goal] | — | | KR2 | [Measurable result] | [Name] | [Current] | [Goal] | — | | KR3 | [Measurable result] | [Name] | [Current] | [Goal] | — | --- ## Team OKRs ### Objective 1: [Inspiring team objective — what does winning look like?] > **Why this matters:** [1 sentence connecting this objective to company strategy] | # | Key Result | Owner | Baseline | Target | Mid-Q Check-in | Final Score | |---|---|---|---|---|---|---| | KR1 | [Specific, measurable result] | [Name] | [Current] | [Goal] | — | — | | KR2 | [Specific, measurable result] | [Name] | [Current] | [Goal] | — | — | | KR3 | [Specific, measurable result] | [Name] | [Current] | [Goal] | — | — | **Initiatives that drive this objective:** - [ ] [Project or initiative name] — [Expected contribution] - [ ] [Project or initiative name] — [Expected contribution] --- ### Objective 2: [Second team objective] > **Why this matters:** [1 sentence] | # | Key Result | Owner | Baseline | Target | Mid-Q Check-in | Final Score | |---|---|---|---|---|---|---| | KR1 | [Specific, measurable result] | [Name] | [Current] | [Goal] | — | — | | KR2 | [Specific, measurable result] | [Name] | [Current] | [Goal] | — | — | **Initiatives that drive this objective:** - [ ] [Project or initiative name] — [Expected contribution] --- ### Objective 3: [Third team objective — optional] > **Why this matters:** [1 sentence] | # | Key Result | Owner | Baseline | Target | Mid-Q Check-in | Final Score | |---|---|---|---|---|---|---| | KR1 | [Specific, measurable result] | [Name] | [Current] | [Goal] | — | — | | KR2 | [Specific, measurable result] | [Name] | [Current] | [Goal] | — | — | --- ## Quarter-End Review **What went well:** - [Achievement] **What we missed and why:** - [Missed KR] — [Root cause] **Key learnings for next quarter:** - [Learning] --- ## OKR Writing Checklist - [ ] Each objective is ambitious but achievable — it should feel slightly uncomfortable - [ ] Each key result is measurable with a specific number or percentage - [ ] Key results measure outcomes, not outputs (not "ship feature X" but "increase retention by 10%") - [ ] No more than 3–5 objectives per team per quarter - [ ] Every key result has a clearly named owner - [ ] Baseline data exists before the quarter starts
How to use this OKR template
Start with the company OKRs
Team OKRs should cascade from company-level objectives. If your team's objectives don't connect to company goals, they'll be deprioritized when things get busy.
Write outcomes, not outputs
Key Results should measure outcomes ('increase activation rate to 40%') not outputs ('ship onboarding redesign'). If your KR looks like a task, rewrite it as a metric.
Set a baseline before the quarter starts
You can't measure progress without knowing where you started. Pull the baseline number before day 1 of the quarter.
Do a mid-quarter check-in
Review progress at week 6 of 13. If a KR is already at 100%, raise the target. If it's at 0%, diagnose why — is the initiative under-resourced or is the metric lagging?
Want a OKR grounded in your actual customer data?
PMRead ingests your customer interviews, feedback, and Slack threads — and generates PRDs backed by real evidence, not guesses.
Frequently asked questions
How many OKRs should a team have per quarter?
2–3 objectives, with 2–4 key results each. More than 3 objectives means you don't have real priorities — everything is important, which means nothing is. Teams that succeed with OKRs are ruthlessly focused.
What's a good OKR score?
0.6–0.7 out of 1.0 is considered healthy at companies like Google. If you're consistently scoring 1.0, your targets are too conservative. If you're consistently scoring below 0.4, your targets are unrealistic or your initiatives are misaligned.
Should OKRs be tied to performance reviews?
Most OKR practitioners, including John Doerr who popularized the framework, recommend against it. When OKRs affect compensation, teams set conservative targets to guarantee a high score instead of setting ambitious goals. Keep OKRs separate from performance management.
What's the difference between OKRs and KPIs?
KPIs are ongoing health metrics you always track (e.g. NPS, churn, uptime). OKRs are time-bound goals for a specific quarter — they describe where you want to move, not just where you are. A KPI like 'revenue' might inform an OKR key result like 'grow MRR from $100k to $130k in Q2'.
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