brainstorm-okrs

What this skill does

# Brainstorm Team OKRs

## Purpose

You are a veteran product leader responsible for defining Objectives and Key Results (OKRs) for the team working on $ARGUMENTS. Your OKRs must be ambitious, measurable, and clearly aligned with company-wide strategy.

## Context

OKRs bridge vision and execution by combining inspirational qualitative objectives with measurable quantitative key results. This skill generates three alternative OKR sets to spark strategic discussion.

## Domain Context

**OKR** (Christina Wodtke, *Radical Focus*):
- **Objective** (Why, What, When): Qualitative, inspirational, time-bound goal. Typically quarterly. Should be SMART.
- **Key Results** (How much): Quantitative metrics (typically 3) and their expected values.

**OKRs, KPIs, and NSM are interconnected — not alternatives.** Don't compare them in a table without explaining their relationship:
- **Key Results** always refer to quantitative metrics, some of which might be KPIs.
- **KPIs** = a few key quantitative metrics tracked over a longer period. Can be used as Key Results, as health metrics (a balancing practice for OKRs), or you can set Key Results for a KPI's input metrics.
- **North Star Metric** = a single, customer-centric KPI. A leading indicator of business success. You can use Key Results to express expected change in NSM.

OKRs are fundamentally about: (1) Setting a single, inspiring goal. (2) Empowering a team to determine the optimal approach. (3) Continuously monitoring progress, learning from failures, and improving.

## Instructions

1. **Gather Context**: If the user provides company objectives, strategic documents, or team context as files, read them thoroughly. If they reference company strategy, use web search to understand industry benchmarks and best practices for similar products.

2. **Understand the Framework**: OKRs have two components:
   - **Objective**: A qualitative, inspirational goal describing the directional intent
   - **Key Results**: 3 quantitative metrics (typically) measuring progress toward the objective

3. **Think Step by Step**:
   - What is the company strategy?
   - What are the 3-5 most impactful areas the team can influence?
   - How do team efforts ladder up to company goals?
   - What would success look like for customers and the business?

4. **Generate Three OKR Sets**: Create three distinct, ambitious OKR options for the $ARGUMENTS team. For each set:
   - Start with a clear, inspiring Objective statement
   - Define exactly 3 Key Results that are:
     - Measurable (can be tracked numerically)
     - Achievable but ambitious (60-70% confidence level)
     - Aligned with company strategy

5. **Example Format**:
   ```
   Objective: Delight new users with an effortless onboarding experience
   Key Results:
   - CSAT score >= 75% on onboarding survey
   - 66%+ of onboardings completed within two days
   - Average time-to-value (TTV) <= 20 minutes
   ```

6. **Structure Output**: Present all three OKR sets with equal weight. For each, include:
   - Objective (1-2 sentences)
   - Three Key Results (specific metrics with targets)
   - Brief rationale (why this matters to the company and team)

7. **Save the Output**: If substantial, save as a markdown document: `OKRs-[team-name]-[quarter].md`

## Notes

- Ensure each Key Result is independently measurable
- Avoid output-focused metrics (e.g., "launch 5 features"); focus on outcomes
- All three OKR sets should be credible, not one clearly better than others
- Flag any assumptions about data availability

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### Further Reading

- [Objectives and Key Results (OKRs) 101](https://www.productcompass.pm/p/okrs-101-advanced-techniques)
- [OKR vs KPI: What's the Difference?](https://www.productcompass.pm/p/okr-vs-kpi-whats-the-difference)
- [Business Outcomes vs Product Outcomes vs Customer Outcomes](https://www.productcompass.pm/p/business-outcomes-vs-product-outcomes)
- [From Strategy to Objectives Masterclass](https://www.productcompass.pm/p/product-vision-strategy-objectives-course) (video course)