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Strategy & DiscoverySD-01
How to write OKRs
Translate strategy into a few measurable outcomes; do not disguise task lists as key results.
Product statusAvailable now
Input4 required inputsAgreed strategy and planning horizon · Baselines and outcome measures · Resource constraints
SkillsDraft outcome-focused OKRs · Prepare task context · Review an artifact against agreed criteriaProduct Manager + Product Manager Agent
OutcomeOKR set: focused objectives, 2–4 key results each with baseline, target, date and owner, plus the review cadence.Artifact: OKR set
Owner
Product Manager
Human + Agent
Participants · Agents
Head of ProductEngineerProduct Manager Agent
Trigger
A strategy is agreed for a time-bound objective period.
Required context
Product BrainAgreed strategy and planning horizonAnalyticsBaselines and outcome measuresFilesResource constraintsProduct BrainInitiative focus and approved Product Brain guidance
Optional context
Product BrainCurrent KPI definitionsConfluenceTeam remit and ownership
Skills
Draft outcome-focused OKRsPrepare task contextReview an artifact against agreed criteria
Suggested conversation arc
- 1Choose directional objectivesConfirm that strategy and the planning horizon are clear, then select a small number of meaningful objectives rather than every desired improvement.Skills: Prepare task context
- 2Draft outcome key resultsWrite 2–4 measurable results per objective with baseline, target, date and evidence source. Distinguish outcomes from shipped work and standing KPIs.Skills: Draft outcome-focused OKRs
- 3Challenge incentives and feasibilityAsk whether teams could hit the numbers without achieving the objective, and whether dependencies or measurement gaps make the plan misleading.Skills: Review an artifact against agreed criteria
- 4Agree commitments and review cadenceConfirm objective owners, review timing and how evidence will change the plan. Separate committed expectations from exploratory stretch.
Output
OKR set: focused objectives, 2–4 key results each with baseline, target, date and owner, plus the review cadence.
Artifacts
Creates: OKR set
What good looks like
- Key results describe outcomes with explicit measurement and time boundaries.
- Unagreed targets and ownership remain visibly proposed.
- No invented baseline or claimed performance.
- Shipped work and standing KPIs are not disguised as key results.
Quality gate
Product leadership confirms objective owners, review timing and which expectations are committed.
Destination
Product BrainConfluence
Usually next
People and agents work from the same Product Brain. The owner stays accountable. Assigned agents prepare and check. A named person approves at the gate.
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