ops-okr-planning

asgard-ai-platform ｜商業與營運｜原文｜ MIT

設計 OKR，目標要有企圖心、關鍵成果要量得出來

中文翻譯

---
name: "ops-okr-planning"
description: "設計並導入 OKR（目標與關鍵成果），用於設定目標，並讓各組織層級對齊策略。使用者需要設定團隊或公司的目標、讓各部門對齊策略、追蹤每季進度，或要從 KPI 轉換到 OKR 制度時使用，就算他們說的是「設定我們的季度目標」、「OKR 是怎麼運作的」、「讓團隊目標對齊公司願景」或「我們的目標感覺互相脫節」也一樣。"
metadata:
  category: "WP-10 通用商業"
  tags: ["business", "okr", "goal-setting", "performance"]
---

# OKR 規劃

## 框架

```
IRON LAW: Objectives Are Ambitious, Key Results Are Measurable

Objective: Qualitative, inspiring, directional. "Become the #1 choice
for SMB accounting in Taiwan."

Key Result: Quantitative, measurable, time-bound. "Increase NPS from
32 to 50 by Q4."

If you can't measure it, it's not a Key Result. If it's not ambitious,
it's not an Objective.
```

### OKR vs KPI

| 面向 | OKR | KPI |
|--------|-----|-----|
| 目的 | 推動改變、設定方向 | 監控持續的績效 |
| 企圖心 | 挑戰性目標（達成 70% 就算成功） | 目標值（預期達成 100%） |
| 週期 | 每季 | 持續進行 |
| 範圍 | 策略優先事項（每個層級 3-5 個） | 營運指標（很多） |
| 評分 | 0.0 - 1.0 的尺度 | 以門檻值為基礎 |

### OKR 結構

```
Objective: {Inspiring, qualitative goal}
├── KR1: {Measurable result} — baseline: X → target: Y
├── KR2: {Measurable result} — baseline: X → target: Y
└── KR3: {Measurable result} — baseline: X → target: Y
```

規則：
- 每個層級（公司、團隊、個人）3-5 個 Objective
- 每個 Objective 2-5 個 Key Result
- 至少有一個 KR 應該是領先指標（不能全是落後指標）
- 挑戰性目標達成 70% 是「甜蜜點」

### 對齊（逐層展開）

```
Company OKR: "Become the market leader in Taiwan SMB accounting"
    ↓
Product Team: "Make onboarding effortless"
  KR: Reduce time-to-first-value from 7 days to 1 day
    ↓
Engineering: "Ship self-serve onboarding flow"
  KR: Launch wizard by March 15, 80% completion rate
```

每一層的 OKR 都應該「貢獻」給上一層，但不應該是複製貼上。團隊要把公司的目標轉譯成自己領域的目標。

### OKR 節奏

| 活動 | 頻率 | 參與者 |
|----------|-----------|-------------|
| **設定 OKR** | 季初 | 領導層 + 團隊主管 |
| **每週檢視** | 每週（15 分鐘） | 團隊站會 |
| **季中檢討** | 季中 | 團隊 + 主管 |
| **季末評分** | 季末 | 所有人 |
| **回顧** | 評分之後 | 團隊 |

### 評分指南

| 分數 | 意義 |
|-------|---------|
| 0.0-0.3 | 沒能做出有意義的進展 |
| 0.4-0.6 | 有進展但沒達標 |
| 0.7-0.8 | 甜蜜點：有企圖心的目標，加上扎實的執行 |
| 0.9-1.0 | 要嘛完美達成（太棒了！），要嘛目標不夠有企圖心 |

## 輸出格式

```markdown
# OKR Plan: {Team/Company} — {Quarter}

## Company Objectives
### O1: {Objective}
- KR1: {metric} — {baseline} → {target}
- KR2: {metric} — {baseline} → {target}
- KR3: {metric} — {baseline} → {target}

## Team OKRs (aligned to company)
### {Team Name}
#### O1: {Team objective} (supports Company O{N})
- KR1: {metric} — {baseline} → {target}
- KR2: ...

## Check-in Template
| KR | Target | Current | Confidence | Blocker |
|-----|--------|---------|-----------|---------|
| KR1 | {target} | {current} | 🟢/🟡/🔴 | {if any} |
```

## 注意事項

- **OKR 不是待辦清單**：「3 月前上線功能 X」是一項任務，不是 KR。要改寫成：「把用戶啟用率從 30% 提高到 50%」，KR 衡量的是「成果」，不是產出。
- **達成 100% 代表不夠有企圖心**：如果每個 OKR 都拿 1.0，代表目標太容易。要鼓勵挑戰。
- **不要把 OKR 直接跟薪酬綁在一起**：這會讓人設定安全、做得到的目標，而不是有企圖心的目標。OKR 用來對齊和學習，不是用來發獎金。
- **先從公司 OKR 開始**：沒有公司 OKR 就先訂團隊 OKR，會導致沒有對齊。方向由上而下，怎麼達成則由下而上提供意見。
- **目標最多 3-5 個**：目標越多，焦點越少。如果什麼都是優先，就沒有什麼是優先。

## 參考資料

- OKR 評分範本請看 `references/okr-templates.md`
- 與 BSC 的比較請看 biz-bsc skill

英文原文

---
name: "ops-okr-planning"
description: "Design and implement OKR (Objectives and Key Results) for goal-setting and strategic alignment across organizational levels. Use this skill when the user needs to set team or company goals, align departments to strategy, track quarterly progress, or transition from KPI to OKR systems — even if they say 'set our quarterly goals', 'how does OKR work', 'align team goals with company vision', or 'our goals feel disconnected'."
metadata:
  category: "WP-10 通用商業"
  tags: ["business", "okr", "goal-setting", "performance"]
---

# OKR Planning

## Framework

```
IRON LAW: Objectives Are Ambitious, Key Results Are Measurable

Objective: Qualitative, inspiring, directional. "Become the #1 choice
for SMB accounting in Taiwan."

Key Result: Quantitative, measurable, time-bound. "Increase NPS from
32 to 50 by Q4."

If you can't measure it, it's not a Key Result. If it's not ambitious,
it's not an Objective.
```

### OKR vs KPI

| Aspect | OKR | KPI |
|--------|-----|-----|
| Purpose | Drive change, set direction | Monitor ongoing performance |
| Ambition | Stretch goals (70% achievement = success) | Targets (100% achievement expected) |
| Cadence | Quarterly | Ongoing |
| Scope | Strategic priorities (3-5 per level) | Operational metrics (many) |
| Scoring | 0.0 - 1.0 scale | Threshold-based |

### OKR Structure

```
Objective: {Inspiring, qualitative goal}
├── KR1: {Measurable result} — baseline: X → target: Y
├── KR2: {Measurable result} — baseline: X → target: Y
└── KR3: {Measurable result} — baseline: X → target: Y
```

Rules:
- 3-5 Objectives per level (company, team, individual)
- 2-5 Key Results per Objective
- At least one KR should be a leading indicator (not just lagging)
- 70% achievement on stretch goals is the "sweet spot"

### Alignment (Cascading)

```
Company OKR: "Become the market leader in Taiwan SMB accounting"
    ↓
Product Team: "Make onboarding effortless"
  KR: Reduce time-to-first-value from 7 days to 1 day
    ↓
Engineering: "Ship self-serve onboarding flow"
  KR: Launch wizard by March 15, 80% completion rate
```

Each level's OKRs should CONTRIBUTE to the level above, but shouldn't be copy-paste. Teams translate company objectives into their domain.

### OKR Cadence

| Activity | Frequency | Participants |
|----------|-----------|-------------|
| **Set OKRs** | Start of quarter | Leadership + team leads |
| **Weekly check-in** | Weekly (15 min) | Team standup |
| **Mid-quarter review** | Mid-quarter | Team + manager |
| **End-of-quarter scoring** | End of quarter | Everyone |
| **Retrospective** | After scoring | Team |

### Scoring Guide

| Score | Meaning |
|-------|---------|
| 0.0-0.3 | Failed to make meaningful progress |
| 0.4-0.6 | Made progress but fell short |
| 0.7-0.8 | Sweet spot — ambitious goal, strong execution |
| 0.9-1.0 | Either nailed it (great!) or goal wasn't ambitious enough |

## Output Format

```markdown
# OKR Plan: {Team/Company} — {Quarter}

## Company Objectives
### O1: {Objective}
- KR1: {metric} — {baseline} → {target}
- KR2: {metric} — {baseline} → {target}
- KR3: {metric} — {baseline} → {target}

## Team OKRs (aligned to company)
### {Team Name}
#### O1: {Team objective} (supports Company O{N})
- KR1: {metric} — {baseline} → {target}
- KR2: ...

## Check-in Template
| KR | Target | Current | Confidence | Blocker |
|-----|--------|---------|-----------|---------|
| KR1 | {target} | {current} | 🟢/🟡/🔴 | {if any} |
```

## Gotchas

- **OKRs are not a to-do list**: "Launch feature X by March" is a task, not a KR. Reframe as: "Increase user activation rate from 30% to 50%" — the KR measures the OUTCOME, not the output.
- **100% achievement means not ambitious enough**: If every OKR scores 1.0, goals were too easy. Encourage stretch.
- **Don't tie OKRs to compensation directly**: This makes people set safe, achievable goals instead of ambitious ones. Use OKRs for alignment and learning, not bonuses.
- **Start with company OKRs first**: Team OKRs without company OKRs lead to misalignment. Top-down direction, bottom-up input on how to achieve it.
- **3-5 objectives MAX**: More objectives = less focus. If everything is a priority, nothing is.

## References

- For OKR scoring templates, see `references/okr-templates.md`
- For BSC comparison, see the biz-bsc skill