Team OKR
Team OKRs are the objectives and key results that a team jointly defines and owns for an OKR cycle. They form the core of most OKR implementations.
Team OKRs are the most commonly used OKR level. They are formulated by the team itself, ideally in a collaborative workshop, and align with overarching company OKRs.
The advantage of team OKRs lies in collective ownership: Not individuals, but the entire team is responsible for achievement. This promotes collaboration and reduces silo thinking.
Best practice for team OKRs: Maximum 3-5 Objectives per team per quarter, each with 2-4 Key Results. The team should be able to define at least 60% of OKRs themselves (bottom-up), while maximum 40% are derived from company strategy (top-down).
Related Terms
Individual OKR
Individual OKRs are personal Objectives and Key Results that individual employees set for their own development and contribution to team goals.
Company OKR
Company OKRs are strategic objectives at the organizational level that set the overarching direction for all teams and serve as guardrails for team OKRs.
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.
Cross-Functional OKR
Cross-functional OKRs are goals that span multiple departments, pursued jointly by several teams, fostering collaboration across organizational boundaries.
Frequently Asked Questions
How many OKRs should a team have per quarter?
3-5 Objectives with 2-4 Key Results each. Less is more: Too many OKRs dilute focus. If a team has more than 5 Objectives, prioritization is needed.
Who formulates team OKRs?
The team itself, ideally in a structured workshop. Leadership provides the strategic framework, but the specific OKRs are formulated by the team. This promotes ownership and engagement.
What happens when a team doesn't achieve its OKRs?
That's normal and expected with ambitious OKRs. What matters is the learning loop: What did we learn? What will we do differently next quarter? OKR achievement should not be penalized.
How large should a team be for OKRs?
Ideally 4-8 people. For smaller teams, the OKR methodology can feel too formalistic; for larger teams, coordination becomes difficult. Large departments should be split into sub-teams with their own OKRs.