Write OKRs

Turn strategy and a metric baseline into 2-3 objectives with measurable key results: activity-flavored KRs rejected and rewritten.

Draft OKRs for my [TEAM / COMPANY] for [QUARTER].

Strategy context, what matters most right now and why: [THE FOCUS, e.g. "retention is leaking, growth spend is wasted until it's fixed"]
Current baselines for anything we might measure: [THE NUMBERS TODAY: activation %, churn, revenue, NPS, cycle time, whatever exists. Say "unknown" where you don't track it.]
Last cycle's OKRs and how they scored, if any: [PASTE, or "first time"]
Team capacity: [SIZE + THE BIG COMMITMENTS ALREADY EATING THE QUARTER]

Draft:
1. **2-3 Objectives**: qualitative, significant, and worth a quarter of focus. Each states the WHAT and carries one line of WHY from my strategy context. If I gave you four priorities, force-rank and cut: more than 3 objectives means no priorities.
2. **3-4 Key Results per objective**: each in the form "from [baseline] to [target] by [date]". Hard rules:
   - Outcomes, not activities. "Launch the onboarding flow" is a task; "raise week-1 activation from 20% to 32%" is a KR. Convert every activity I might expect into the outcome it's supposed to cause, and list the activities separately as "initiatives" under each KR so nothing is lost.
   - Every KR needs a number, a source of truth (where it's measured), and an owner slot.
   - Where the baseline is "unknown", the first KR becomes instrumenting it. You can't move what you can't see.
   - Pair quantity with quality wherever gaming is possible ("30 sales calls" pairs with "≥25% convert to demo") so hitting the number can't mean gaming the goal.
3. **Stretch calibration**: mark each KR as commit (must hit 100%) or stretch (0.7 is success). If everything is a commit, the OKRs are a task list; if everything is a stretch, nothing can be promised: force the mix and say which is which.
4. **The collision check**: where these OKRs compete with the existing commitments I listed, name the conflict and propose what gives.
5. **Scoring preview**: what 0.3 / 0.7 / 1.0 looks like for each KR at quarter end, so grading is mechanical, not political.

Rules: use my baselines only, never invent a plausible-sounding current number. Challenge vanity metrics: if a KR moves a number no customer or dollar feels, say so and propose the number behind it.

How to use

The from-X-to-Y format and the outcome-vs-activity rule are the heart of Doerr's Measure What Matters, and the failure mode this prompt exists to block, activity-flavored KRs, is the most common one in real orgs. Landing at ~0.7 on stretch KRs is success, not failure; grade mechanically with the scoring preview. Revisit monthly; OKRs written and shelved are just a worse task list.

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