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Goal: Generate three alternative OKR sets that combine qualitative objectives with measurable key results, helping teams explore multiple strategic directions.

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Tools Required

This skill runs using CORE memory only. No integrations required.

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Step 1: Gather Strategic Context

Ask for:
  • Current product/business state — What’s working, what isn’t
  • Key challenges — What constraints or risks exist
  • Aspirations — What the team wants to achieve in the next quarter
  • Available capacity — Rough team size, available dev/design hours
Store this context in memory under “OKR Context - [Quarter/Year]” so you don’t ask again.
“What are the 2-3 biggest things your product needs to accomplish this quarter?”

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Step 2: Identify Possible Objectives

Brainstorm 5-7 potential objectives (the qualitative “what we want to achieve”). Consider:
  • Revenue or growth goals
  • User engagement or retention improvements
  • Product quality or reliability
  • Market expansion
  • Internal efficiency
  • Team capability
Objectives should be:
  • Inspiring (compelling enough to motivate)
  • Clear (understandable in one sentence)
  • Achievable (realistic with effort)

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Step 3: Develop Three Alternative OKR Sets

Create three distinct option sets (each with 3-4 objectives + key results). Vary the focus: Option 1: Growth-focused — Emphasize user acquisition, engagement, revenue Option 2: Quality-focused — Emphasize stability, reliability, technical debt, customer satisfaction Option 3: Innovation-focused — Emphasize new features, market expansion, team capabilities For each objective, develop 3 Key Results:
  • KR should be measurable (quantified, with a target)
  • KR should be outcome-oriented (not activity-focused)
  • KR should indicate progress (e.g., “increase from X to Y”)
Format: 
**Objective:** [Qualitative goal]
- KR 1: [Metric] from [current] to [target]
- KR 2: [Metric] from [current] to [target]
- KR 3: [Metric] from [current] to [target]

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Step 4: Present All Three Options

Quarterly OKRs — [Quarter/Year] OPTION 1: Growth Focus Objective 1: [Goal]
  • KR 1: [Metric] from [X] to [Y]
  • KR 2: [Metric] from [X] to [Y]
  • KR 3: [Metric] from [X] to [Y]
Objective 2: [Goal]
  • KR 1: [Metric] from [X] to [Y]
  • KR 2: [Metric] from [X] to [Y]
  • KR 3: [Metric] from [X] to [Y]
OPTION 2: Quality Focus [Same format] OPTION 3: Innovation Focus [Same format]

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Step 5: Ask for Feedback and Refinement

“Which option resonates most? Should we adjust any targets or add/remove a focus area?”
Let them pick one or blend elements from multiple options. Then refine the numbers and language.

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Step 6: Validate Against Capacity

Ask: “With your current team, is this achievable in the quarter? Are we being realistic?” Adjust OKRs if they’re too ambitious or too conservative.

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Edge Cases

  • No baseline metrics: Ask for rough estimates or historical data. Use those as the starting point. (“Last quarter, how many users signed up? Let’s grow 20% from there.”)
  • Too many objectives: Prioritize ruthlessly. Ask: “If you could only achieve two of these, which two?” Focus the OKRs there.
  • KRs are activities, not outcomes: Reframe. “KR should be ‘increase daily active users by 15%’, not ‘ship the new feature’”. The feature is the initiative; the KR is the outcome.
  • Misaligned with company strategy: Ask: “How does this connect to our broader company goals?” Adjust if needed.