Best for
- Teams whose OKRs are a task list wearing a costume
- First-time OKR adoption without the consultant
- Quarters that end with 'we were busy' instead of 'we moved the number'
What you give it
- Your strategy or ambition in your own words, and last quarter's reality
- The constraints: team size, fixed commitments, what is off the table
What you get back
- Objectives that state a destination, not a department's to-do list
- Key results that are measurable, owned, and genuinely indicate the objective
- A check-in rhythm with honest scoring — and the mid-quarter 'this KR is dead, re-aim or accept' call
How it works
- Extracts the actual intent behind the ambition — what would be visibly different if it worked.
- Drafts objectives as destinations and stress-tests each KR: measurable? owned? movable this quarter? would faking it be obvious?
- Hunts the classic failures: activity dressed as outcome, ten priorities meaning none, metrics nobody can influence.
- Sets baselines now, so week twelve is not an argument about where you started.
- Runs check-ins that score honestly and force the re-aim conversation early, not in the retro.
Example
You: Next quarter we want to 'get serious about enterprise'. Make that an OKR.
Result: One objective ('Prove we can win and keep enterprise accounts') with three KRs: two signed pilots converting to paid, security-review pass rate at 100% for deals entered, time-to-onboard under 14 days. Two proposed KRs rejected in the session — one measured activity (demos booked), one nobody owned.
Limits — please read
- OKRs clarify focus; they cannot supply a strategy where none exists — it will say when that is the real gap.
- Numbers invite gaming; it designs KRs to resist it but culture is yours.
- Fewer objectives beat complete coverage; it will push back on the fourth 'top priority'.