Turn strategy into focused goals and weekly progress updates. — Claude Skill
Helps a team choose one clear objective, define measurable key results, and produce weekly updates that show confidence, blockers, and next actions.
- Turns broad strategy into one focused objective people can remember.
- Converts activities into measurable key results with owners and baselines.
- Creates weekly progress updates with confidence, blockers, and decisions needed.
- Flags when an OKR is too vague, not measurable, or missing a real owner.
A PM keeps a loose list of initiatives, then turns it into a status update that mostly reports activity.
Run /okrs with strategy and metric context to produce a focused objective, measurable key results, and a weekly progress update.
Pour qui
Ce qu'il fait
Create focused team OKRs from strategy and current metric baselines.
Summarize progress, confidence, blockers, and decisions for each key result.
Find vague, output-based, or ownerless OKRs before the team commits.
Fonctionnement
Share the team strategy, current metrics, and quarter or planning period.
Draft one objective and measurable key results with owners.
Check whether each key result has a baseline, target, confidence, and evidence source.
Turn weekly notes into a concise progress update for stakeholders.
Options d'entrée
What the team is trying to change this quarter.
Exemple
Company priority: improve retention in Q3 Team: onboarding product team Current numbers: - Activation: 38% - Median setup time: 4 days - Week-4 retention: 24% Known blocker: larger teams do not invite teammates during setup Need: one objective, 3 key results, and a Friday progress update format
Make onboarding reliably turn new teams into active retained teams.
Raise activation from 38% to 55%; reduce median setup time from 4 days to 1 day; raise week-4 retention from 24% to 34%.
Status: at risk. Activation improved to 43%, setup time is 3.2 days, invite step is still the largest drop-off. Next action: ship invite nudges by Friday.
The retention KR needs one agreed measurement source before this OKR is shared with leadership.
Métriques améliorées
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Domain Context
This skill implements a proven product management framework. The approach combines best practices from industry leaders and is designed for practical application in day-to-day PM work.
Input Requirements
- Context about your product, feature, or problem
- Relevant data, research, or constraints (recommended but optional)
- Clear articulation of what you're trying to achieve
OKRs (Objectives and Key Results)
What It Is
OKRs are a goal-setting framework that creates focus, alignment, and a learning cycle for teams and organizations. The core insight: set one ambitious objective per quarter with 2-3 measurable key results, then check in weekly to maintain focus.
The key shift: Move from tracking activities ("What are we doing?") to tracking outcomes ("What progress are we making toward our goals?").
OKRs are a vitamin, not a medicine. They supercharge companies that already have their fundamentals in place (strategy, empowered teams, psychological safety). They won't fix broken organizations - they'll just reveal what's broken.
When to Use It
Use OKRs when you need to:
- Focus the team on the single most important thing for the quarter
- Align the organization so everyone knows what matters most
- Create accountability with measurable outcomes (not just activities)
- Build a learning cycle through weekly check-ins and quarterly retrospectives
- Scale leadership so founders/executives don't need to micromanage
- Accelerate progress by avoiding the "peanut butter" problem of spreading effort too thin
When Not to Use It
- You don't have a clear strategy (OKRs reveal missing strategy, they don't replace it)
- Your company lacks psychological safety
- You want to track ALL the work (OKRs are for priorities, not comprehensive task lists)
- Teams aren't empowered to decide HOW to achieve outcomes
Resources
Books:
- Radical Focus (2nd Edition) by Christina Wodtke
- Measure What Matters by John Doerr
- High Output Management by Andy Grove
Further Reading
Documents de référence
name: okrs description: Use when asked to "set OKRs", "objectives and key results", "quarterly OKR planning", "align objectives", "measure OKR progress", or "focus priorities with OKRs". Helps teams focus on what matters most and create a cadence of progress. The OKR framework (originated by Andy Grove at Intel, popularized by John Doerr at Google) creates alignment, focus, and learning cycles. Christina Wodtke's Radical Focus approach emphasizes simplicity and avoiding common pitfalls.
Domain Context
This skill implements a proven product management framework. The approach combines best practices from industry leaders and is designed for practical application in day-to-day PM work.
Input Requirements
- Context about your product, feature, or problem
- Relevant data, research, or constraints (recommended but optional)
- Clear articulation of what you're trying to achieve
OKRs (Objectives and Key Results)
What It Is
OKRs are a goal-setting framework that creates focus, alignment, and a learning cycle for teams and organizations. The core insight: set one ambitious objective per quarter with 2-3 measurable key results, then check in weekly to maintain focus.
The key shift: Move from tracking activities ("What are we doing?") to tracking outcomes ("What progress are we making toward our goals?").
OKRs are a vitamin, not a medicine. They supercharge companies that already have their fundamentals in place (strategy, empowered teams, psychological safety). They won't fix broken organizations - they'll just reveal what's broken.
When to Use It
Use OKRs when you need to:
- Focus the team on the single most important thing for the quarter
- Align the organization so everyone knows what matters most
- Create accountability with measurable outcomes (not just activities)
- Build a learning cycle through weekly check-ins and quarterly retrospectives
- Scale leadership so founders/executives don't need to micromanage
- Accelerate progress by avoiding the "peanut butter" problem of spreading effort too thin
When Not to Use It
- You don't have a clear strategy (OKRs reveal missing strategy, they don't replace it)
- Your company lacks psychological safety
- You want to track ALL the work (OKRs are for priorities, not comprehensive task lists)
- Teams aren't empowered to decide HOW to achieve outcomes
Resources
Books:
- Radical Focus (2nd Edition) by Christina Wodtke
- Measure What Matters by John Doerr
- High Output Management by Andy Grove