“Team-level KRs should almost always be input metrics. When teams are assigned output metrics such as revenue, they actually have little ability to impact their metrics and lack focus. “ - this continues to be the crux of the challenge for many people using OKRs, and I think it comes down to level in the org.

Senior Leadership are internally-focused and measured on yearly performance against lagging output metrics like Revenue and Profit.

But there’s that “missing middle” of connecting shorter-term, client-centric success input metrics at the Product level, tied together with a Strategy laying out how they lead to lagging output metrics.

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