You’ll probably have heard of OKRs in a business book. They sound formidable. We’re trying to make them the backbone of how we operate to ensure we consistently deliver on our strategy.
Effective implementation of OKRs is a key lever in how we run the business and deliver against our strategy.
They are not draconian, they should not make us fear failure and they should never limit stop us hustling.
The Up Collective approach to OKRs
We want to take the best from the business world, but also make the process our own, so it helps foster our culture.
| Humble and hungry to grow | We do not expect all OKRs to be “green”. A healthy OKR set includes ambition, stretch and learning. Amber is expected. Red is acceptable when it leads to insight and action. Honest scoring matters more than perfect results. Over-scoring to look good undermines growth, as does setting out KR goals you know you’ll hit. | | --- | --- | | Creates chemistry | OKRs are a shared conversation, not a private scorecard. We discuss OKRs regularly and proactively, not just at formal reviews. Success is not waiting for your manager to raise an issue or to mention dreaded OKRs. It is raising it yourself early. OKRs should encourage open discussion of blockers, shared problem solving and clarity on how roles connect. | | Thinks deeply and moves fast | OKRs are reviewed monthly for a reason. If an OKR is not right, unclear or no longer relevant, we do not wait a quarter to fix it. We reflect, adjust and move. Thinking deeply means choosing the right outcomes. Moving fast means acting on what the data is telling us. | | Has your back | Every KR has a clear individual owner, but delivery is never truly solo. We recognise that outcomes depend on cross-team collaboration, shared priorities and timely support. Having someone’s back means helping remove obstacles, flagging dependencies early and supporting delivery, not just measuring it. OKRs should create accountability without isolation. |
OKRs measure impact, not activity. Effort, time spent or good intentions are not Key Results. A KR must describe a measurable change in the business, customer or team as a result of the work.
Good examples
Not acceptable as KRs