Example SaaS Partnership OKRs by Ty Lingley [WIP]

	A	B	C	D
1	Overview
2	OKRs are only as good as your commitment to them, This includes creating a shared understanding of what they are, how to write them, and implementing the approriate business ryhtms to ensure long-term success. We'll define these below:
3	What are Objectives?
4	Objectives are what it is you want to achieve and why
5	What are Key Results?
6	Key Results are how you will measure success (outcome)
7	What are Projects?
8	Projects are focused efforts (outputs) that help you achieve key results
9	What OKRs are:	What OKRs are NOT:
10	- A recipe to help companies define their priorities, enable everyone to align into them, and to create an unrelenting focus on growth and innovation - The catalyst for creating growth and a learning culture within the company - An agile approach to motivating and managing goals in line with company strategy - A powerful way of writing down your goals (ie. your Objectives) and your measures of success for assessing the impact it had (ie. your Key Results) - This will lead to the creation of an outcome-focused mindset, rather than an output one	- OKRs are not KPIs and should not be used to measure BAU - OKRs are not a way micro-manage or cascade targets - OKRs are not a way to highlight people missing targets - OKRs are not a new measure for reward and compensation - OKRs are not a “set and forget” goal setting framework
11	Spotlight vs. Floodlight	<-- How Do We Test This?	<-- How Do We Further Test This?	Example
12	OKRs are best used to shine a spotlight on the strategic priorities of your partnerships team at any one time. Versus a floodlight. We don’t want to shine a floodlight across everything we’re doing bc then nothing is in focus; if everything is a priority then nothing is a priority. What are the 3-4 key things you and your partnership team want to shine a spotlight on this year, in this quarter? We’re not going to shine a floodlight; that’s business as usual.	The way we can test this is that an objective should always being doing at least 1 of 3 things. 1. Driving growth 2. Driving innovation 3. Driving change. If it’s not doing one of those things, it’s probably business as usual and not an OKR.	We can further test this, by asking ourselves is this objective doing something new, something differently, or driving a significant change over previous results? If not doing one of these things it’s probably not OKR worthy and is business as usual; the word “significant” here is important.	If we want to go from 10 partners to a 1,000 that’s significant change; that deserves an OKR, if it’s adding 5% I’d classify that as business as usual.
13	Outcomes	vs. Outputs	Consideration in OKR context
14	An outcome describes a measurable change in human behavior that contributes to an Impact	An output, on the other hand, is an artifact that has been delivered through activities. It's one particular way of creating this behavior change, whether for customers, users, or internal stakeholders.	As with every framework, the benefits of OKRs depend on how you use them. It's certainly possible to set some or all of your Key Results as Outputs. In some instances, this might even be a better way to get started. Some teams get stuck in the Key Results definition process because they try to turn everything into an Outcome. Just for the sake of it.
15	Partnership OKR Example
16	Objective	Key Result
17	Expand on the type of Partners we work with so that we become more diversified and able to move into and win new markets	KR 1 - achieve $1M in revenue through Partners in new markets KR 2 - achieve a minimum of 5% market share in each new market
18	Characteristics of this Objective	Characteristics of this KR
19	- Qualitative - Significant (growth, change, or innovation) - Actionable (without being prescriptive on the how) - Motivational	- Quantitative (preferably a lagging metric, impact demonstrated) - Unambiguous - Not actions or to-do lists
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