Objectives & Key Results (OKR)
OKRs are simple to explain and surprisingly easy to get wrong. Objectives turn into vague aspirations, key results turn into disguised to-do lists, and the whole exercise becomes a quarterly form-filling ritual instead of a tool that actually aligns what the organisation is trying to achieve.
This course teaches OKRs as a goal-setting discipline, not just a template. Participants learn how to write objectives that are genuinely inspiring rather than generic, how to choose key results that measure outcomes instead of activity, and how to cascade goals across teams without every team simply copying the company-level OKRs. The course also covers the review rhythm that keeps OKRs alive between quarters — because most OKR programmes don't fail at the writing stage, they fail from being set once and never looked at again.
Course duration & format
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Duration:
1 day (f2f) / 2 half days live online sessions
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Format:
Instructor-led, face to face (or interactive online), drafting and critiquing real OKRs for your own team
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Optimum class size:
12 to 24 participants
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Entry requirements:
None
Learning outcomes
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Write objectives that are inspiring and specific rather than generic
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Set key results that measure outcomes, not activity or output
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Cascade OKRs across teams without every team just copying the top-level goals
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Distinguish committed OKRs from aspirational "stretch" OKRs
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Build a review rhythm that keeps OKRs alive between quarters
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Avoid the most common OKR failure modes seen across real organisations
Most OKR programmes don't fail at the writing stage — they fail from being set once and never looked at again.
Intended audience
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Leadership teams introducing or resetting an OKR programme
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Managers responsible for setting team-level goals
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Product owners and delivery leads aligning roadmaps to company goals
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HR and operations teams supporting the goal-setting process
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