Guides and White Papers

Why OKRs? How to determine if OKRs are right for your organization

According to our 2021 Goal Management Report, which surveyed over 4,500 professionals from the US and UK, over half of workers report they are working harder than they were before the pandemic, but seeing fewer results.

This can leave employees feeling burned out and disengaged. For organizations, it means less productivity and growth. But what about the businesses that are seeing results, despite the current market conditions? What are they doing differently, and what can we learn from them? Success lies in their ability to pivot quickly, keep employees engaged and aligned, and oversee their entire business with clarity and transparency.

OKRs can help with that.

In this eBook, you’ll learn:

  • Exactly what the OKR methodology is, broken down, and why it works
  • Examples of companies who use OKRs, and the results they’re seeing
  • If you’re ready to go the OKR route with a self-diagnostic checklist—and what you need to do first

Recent Articles


How Roambee uses OKRs for strategic execution with a distributed team

“The key purpose is to empower people. OKRs create a…

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The current state of hybrid teams and 5 key focus areas for successful annual planning remotely

Whatever you call it—hybrid, remote, or distributed— the nature of…

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Annual planning best practices: how to get it right in 2022

In 2022 annual planning meetings across the globe, executives are…

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Featured Content

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The OKR Maturity Model

In an effort to help business leaders further understand the various stages both the company and team will go through to reach program maturity…

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Free OKR Templates Diagram

The Benefits of OKRs

Objectives and key results (OKRs) is a goal-setting methodology that helps organizations get results — fast.

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OKR Examples by Department

The first step in rolling out the objectives and key results framework is making sure you’re writing good OKRs to set yourself up for success. Here are some examples to help get you started.

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