Real-world OKR examples across six common team types - Sales, Marketing, Product, Engineering, HR, and Leadership - plus a practical guide to scoring them. Use these as a starting point, not a template to copy verbatim. Good OKRs are specific to your context.
Why examples matter - and their limits
Seeing well-formed OKRs from other teams is one of the fastest ways to understand the framework. But the most common OKR mistake is copying someone else's Objective and calling it your own. The Objective has to feel true to your team's situation - if it does not generate any energy in the room, it will not drive any behaviour change during the quarter.
Use the examples below as anchors for the format and ambition level. Then rewrite the content to reflect what your team is actually trying to change in the next 90 days.
How OKR scoring works
Before the examples, a quick note on scoring. Each Key Result is scored from 0.0 (no progress) to 1.0 (fully achieved). The Objective score is typically the average of its Key Result scores.
The target zone is 0.6–0.7. Consistent 1.0s mean your targets are not stretchy enough. Consistent 0.2s mean they are disconnected from reality. The goal is ambitious-but-achievable: you should be uncertain at the start of the quarter whether you will hit 0.7.
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Sales team OKR examples
- Increase qualified pipeline in 200–500 seat companies from £1.2M to £2.8M.
- Close 18 new logos in the mid-market segment (up from 9 last quarter).
- Reduce average sales cycle from 74 days to 48 days.
- Achieve an average deal size of £38k ARR (up from £27k).
- Generate 60 outbound-sourced opportunities this quarter (baseline: 12).
- Achieve a 12% outbound lead-to-meeting conversion rate (industry benchmark: 8%).
- Have 3 outbound sequences live and A/B tested by week 4.
Marketing team OKR examples
- Grow organic search traffic from 8,200 to 18,000 monthly sessions.
- Rank on page 1 for 15 target keywords with 1,000+ monthly searches.
- Increase brand mention volume (tracked via Ahrefs) by 40%.
- Achieve a cost-per-MQL of under £85 (down from £140).
- Publish 24 SEO-optimised articles targeting high-intent keywords this quarter.
- Generate 320 content-attributed MQLs (up from 95 last quarter).
- Achieve a content-to-demo conversion rate of 4.5% (up from 1.8%).
Product team OKR examples
- Increase product NPS from 34 to 52.
- Reduce time-to-first-value for new users from 9 days to 3 days.
- Achieve a weekly active user rate of 68% among licensed seats (up from 41%).
- Drop P1 bug rate to fewer than 2 incidents per month (down from 7).
"The Objective has to make someone feel something. If it reads like a spreadsheet cell, it will not move anyone to do anything differently."
Engineering team OKR examples
- Achieve 99.95% uptime for all production services (up from 99.6%).
- Pass SOC 2 Type II audit with zero critical findings by 30 June.
- Reduce mean time to recovery (MTTR) from 4.2 hours to under 45 minutes.
- Complete security penetration test and remediate all critical issues.
- Reduce average cycle time (PR open to deploy) from 6.2 days to 2.5 days.
- Increase test coverage from 47% to 75% across core services.
- Achieve a deployment frequency of 3 or more releases per week.
HR and People team OKR examples
- Improve Glassdoor rating from 3.4 to 4.2 by end of quarter.
- Reduce average time-to-hire from 52 days to 28 days for technical roles.
- Achieve an offer acceptance rate of 88% (up from 64%).
- Grow LinkedIn follower count and employer brand reach by 60%.
Leadership / company-level OKR examples
- Grow ARR from £4.2M to £6.8M by 31 December.
- Land 3 lighthouse enterprise accounts with 1,000+ seats each.
- Achieve a net revenue retention rate of 118% (up from 104%).
- Reach a company-wide employee NPS of 45 (up from 28).
The difference between a good and a weak OKR
Looking at examples side by side is the clearest way to understand what makes a Key Result actually work.
Weak: "Improve customer satisfaction"
This is unmeasurable. What does "improve" mean? By when? How will you know when you have achieved it? A manager reviewing this at the end of the quarter could claim success regardless of what actually happened.
Strong: "Increase CSAT score from 6.4 to 8.2 by 30 June"
Specific metric. Clear baseline. Clear target. Clear deadline. At the end of the quarter, the score is either 8.2 or it is not. No ambiguity, no politics.
Weak: "Launch new dashboard feature"
This is a task, not an outcome. What if you launch the feature and nobody uses it? The Key Result would still score 1.0. OKRs should measure the change in the world, not the activity that was meant to cause it.
Strong: "Increase dashboard feature adoption to 65% of active users within 30 days of launch"
Now the team is accountable for adoption, not just shipping. The Key Result focuses attention on the outcome that actually matters.
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