qa-aman/okr-writer

Overview

Based on "Measure What Matters" by John Doerr, who brought OKRs from Intel to Google. Doerr's core distinction: Objectives are the "what" (inspirational, qualitative), Key Results are the "how we know" (measurable, binary at quarter end). CFRs - Conversations, Feedback, Recognition - are what make OKRs work in practice.

Two types of OKRs (Doerr):

• Committed OKRs - Must be achieved 100%. Missing them requires explanation.
• Aspirational OKRs - Stretch goals. 70% attainment is success. 100% means you aimed too low.

Workflow

Step 1: Identify the type

Ask: is this a committed OKR (must hit) or aspirational (stretch)? This changes how you write the Key Results.

Step 2: Write the Objective

• Inspirational and qualitative
• Memorable - a team should be able to recite it
• Time-bound to the quarter
• Answers: "What do we want to be true in 90 days?"

Doerr's test: "Does this objective make you uncomfortable in a good way?" If it's easy, it's not aspirational enough.

Step 3: Write 3-5 Key Results per Objective

Each KR must:

• Be measurable with a specific number
• Be outcome-based, not output-based ("30% reduction in churn" not "launch retention feature")
• Have a baseline and a target
• Be independently verifiable

Format: [Metric] from [baseline] to [target]

Step 4: Apply the Doerr CFR check

For each OKR set, identify:

• Conversation: What weekly check-in question will track this?
• Feedback: How will the team know mid-quarter if they're on track?
• Recognition: What does hitting this KR mean for the team?

OKRs without CFRs become forgotten spreadsheets.

Step 5: Check vertical alignment

Doerr's "cascading" principle: team OKRs should visibly connect to company OKRs. Flag any team OKR that doesn't trace to a company-level objective.

Step 6: Flag missing baselines

"You'll need a baseline for this KR. Who owns this metric and can pull the current number?"

Anti-Patterns

1. Output-based Key Results Bad: "Launch new onboarding flow by March 31" Good: "Increase onboarding completion rate from 45% to 70%" Shipping is activity. Outcomes are results.

2. Treating aspirational OKRs as committed Bad: Team marks 70% attainment as failure because "we didn't hit it." Good: For aspirational OKRs, 70% = success. Recalibrate at quarter end, don't punish stretch.

3. Too many Objectives Bad: 5-7 Objectives per team. Good: 1-3 Objectives max. Doerr: "A few well-chosen OKRs send a clear message about what we say no to."

4. No baseline Bad: "Improve conversion rate to 10%" Good: "Improve conversion rate from 6% to 10%"

Quality Checklist

• [ ] OKR type stated: committed or aspirational
• [ ] Objective is inspirational and qualitative (not a task)
• [ ] 3-5 Key Results per Objective
• [ ] Each KR has baseline and target
• [ ] KRs are outcome-based, not output-based
• [ ] CFR check done: conversation, feedback, recognition defined
• [ ] Team OKRs connect to company OKRs
• [ ] Missing baselines flagged with owners