OKR Planning
OKR Planning is the structured process at the beginning of each OKR cycle where teams draft, align, and finalize their Objectives and Key Results. Thorough planning ensures that all OKRs are strategically aligned and realistically ambitious.
What is OKR Planning?
OKR Planning (also called OKR Drafting) is the structured process through which organizations develop their Objectives and Key Results at the start of each OKR cycle. The planning phase typically lasts 1–2 weeks and lays the foundation for the entire cycle.
Phases of OKR Planning
Effective OKR Planning follows several phases:
- Strategic alignment: Leadership defines high-level goals and shares them with teams
- Drafting phase: Teams independently develop OKR drafts based on strategic direction
- [Alignment](/en/glossar/alignment) workshops: Drafts are reviewed cross-functionally to identify dependencies and conflicts
- Finalization: OKRs are refined after feedback and locked in for the cycle
Top-Down or Bottom-Up?
The best results come from combining top-down and bottom-up approaches. Leadership provides the strategic direction (roughly 40%), while teams shape their own concrete Objectives and Key Results (roughly 60%). This creates ownership while maintaining strategic coherence.
Typical Timeline
| Week | Activity |
|---|---|
| Week 1 | Communicate strategic goals, team brainstorming |
| Week 2 | Draft OKRs and conduct peer reviews |
| Week 3 | Alignment workshops and final coordination |
| Week 4 | Cycle starts with finalized OKRs |
Common OKR Planning Mistakes
- Too many OKRs: More than 3–5 Objectives per team overwhelms and dilutes focus
- Planning in isolation: Teams plan without consulting dependent teams
- Lacking ambition: Setting only easily achievable goals (sandbagging)
- Copy-paste: Carrying over last quarter’s OKRs unchanged without learning from the retrospective
OKR Planning with Northly
Northly supports the planning phase with collaborative drafting boards where teams can create, comment on, and iterate OKR drafts. The integrated alignment dashboard shows in real time how team OKRs connect to company goals.
Related Terms
OKR Cycle
The OKR Cycle is the recurring time period – typically one quarter – during which OKRs are planned, tracked, evaluated, and reflected upon. It creates a rhythm of focus and learning that connects strategic goals with daily work.
Alignment
Alignment in the OKR context means that team and individual Objectives are connected to and coordinated with the company's strategic goals. It creates a clear line of sight from company vision to every individual's daily work.
Objective
An Objective is a qualitative, inspirational goal within the OKR framework. It describes what an organization or team wants to achieve in a given time period and serves as the north star for all stakeholders.
OKR (Objectives and Key Results)
OKR stands for Objectives and Key Results – an agile goal-setting framework that helps organizations define ambitious goals and track measurable outcomes. Developed in the 1970s at Intel by Andy Grove and later popularized worldwide by Google.
Frequently Asked Questions
How long should OKR Planning take?
Typically 1–2 weeks. In the first week, strategic goals are communicated and brainstorming takes place. The second week covers drafting, peer reviews, and alignment workshops. Experienced OKR teams often complete the process in one week.
Who is responsible for OKR Planning?
The OKR Champion or OKR Coach coordinates the process, but ownership lies with the teams themselves. Leadership provides the strategic direction, while teams draft and propose their own OKRs. Ultimately, OKR Planning is a collaborative process.
How many OKRs should be planned per team?
3–5 Objectives with 2–4 Key Results each per team per cycle. Less is more: focus beats quantity. If a team has more than 5 Objectives, it signals a lack of prioritization.
What happens when OKRs no longer fit during the cycle?
OKRs should generally remain stable throughout the entire cycle. In case of major changes (e.g., market shifts, strategy pivots), OKRs can be adjusted, but this should be the exception. Frequent changes indicate planning weaknesses.