| name | okr-planning |
| effort | high |
| description | Use when defining team or company goals for a quarter, aligning cross-team efforts, or when goals exist but progress is unclear and teams are pulling in different directions. Triggers on: "OKR 설정", "분기 목표", "quarterly goals", "key results", 목표 정렬", |
| license | MIT |
| metadata | {"author":"wondelai","version":"1.0.0"} |
| scenarios | ["Help me write OKRs for our team this quarter.","우리 팀 OKR을 회사 목표에 연결되게 설계해줘.","Our key results are all outputs (features shipped) — help me rewrite them as outcomes.","이번 분기 OKR 그레이딩을 어떻게 해야 할지 모르겠어.","How do we cascade company OKRs down to individual team OKRs?","팀이 OKR을 형식적으로만 쓰고 실제로 활용을 안 해. 어떻게 바꿀까?"] |
| compatibility | {"recommended":["think-tool"],"optional":["mcp-reasoner"],"remote_mcp_note":"think-tool이 있으면 OKR 간 정렬 논리와 stretch vs. committed 구분의 일관성을 검토하는 데 도움이 됩니다. Claude 설정 → MCP Servers에서 remote SSE 엔드포인트를 추가하세요."} |
Standing Mandates
- ALWAYS distinguish outcome Key Results from output Key Results — outputs are not OKRs.
- ALWAYS verify alignment to the parent company or team OKR before finalizing.
- NEVER accept 'ship feature X' as a Key Result.
- NEVER set OKRs without agreeing upfront on how they will be graded at cycle end.
OKR Planning Framework
A goal-setting framework that connects ambitious objectives to measurable key results, enabling organizations to align around what matters most and track progress transparently. Based on John Doerr's Measure What Matters, which traces OKRs from Intel's Andy Grove to Google's early growth to modern product organizations.
Core Principle
Ideas are easy. Execution is everything — and OKRs are how you translate ideas into execution. An objective without a key result is a wish. A key result without an objective is a number without meaning. Together, they create a commitment: this is what we're trying to achieve, and this is how we'll know we achieved it. The discipline is not in writing OKRs — it is in saying no to everything that doesn't serve them.
The foundation: OKRs work through four superpowers: Focus (pick the few things that matter most), Alignment (connect team OKRs to company OKRs transparently), Tracking (frequent, lightweight check-ins, not annual reviews), and Stretching (set goals that require you to grow, not just execute). CFRs — Conversations, Feedback, Recognition — are the cultural complement that makes OKRs more than a spreadsheet exercise.
Scoring
Goal: 10/10. When evaluating an OKR practice, rate 0-10. A 10/10 means OKRs are ambitious, measurable, transparently shared, frequently reviewed with CFRs, and actively used to make prioritization decisions. Always provide the current score and specific improvements needed.
- 9-10: Stretch OKRs, full transparency, weekly CFRs, OKRs drive real trade-off decisions, graded honestly
- 7-8: OKRs exist and are reviewed, but ambition is low ("committed" not "stretch") and grading is generous
- 5-6: OKRs written quarterly but rarely referenced; CFRs absent; OKRs are documentation, not decisions
- 3-4: OKRs are top-down mandates with no team input; key results are outputs (features shipped), not outcomes
- 1-2: OKRs exist on paper only; actual priorities are driven by other systems; no grading or accountability
The OKR Framework
1. Objectives
Core concept: An objective is a qualitative, inspiring statement of what you want to achieve. It should be significant, concrete, action-oriented, and ideally inspirational. Objectives answer "where do we want to go?" — not "how do we get there?" and not "how will we measure it?"
