Business Development teams tend to love numbers – revenue, partners, sales, retention etc. It’s important to distinguish that all of those regular metrics you track are KPI targets. KPI targets show the needed level of performance but they don’t tell you how to get there. You write OKRs to solve particular problems, improve or change what you do and how you do it.
OKRs are giving you a clear direction for a quarter. If you have a high revenue KPI target, then are you going to focus your OKRs on launching a new product that is appealing to more potential clients? Or are you going to new markets altogether? Maybe it’s just your pitch that needs changing?
It’s important to remember that even though OKRs are about the “how”, Key Results are not milestones with deadlines, they are measurable outcomes that indicate success or failure of the Objective in a clear, non-subjective way. If you are improving your pitch, then what kind of results will show you that you succeeded?
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