--- name: afrexai-okr-engine description: > Complete OKR & Strategy Execution system — from company vision to weekly execution. Covers goal hierarchy, OKR writing methodology, scoring rubrics, alignment cascading, KPI dashboards, review cadences, team accountability, and quarterly planning rituals. Use when setting goals, running planning cycles, tracking OKRs, building KPI dashboards, running retrospectives, or aligning team work to strategy. Trigger on: "OKR", "objectives", "key results", "goal setting", "quarterly planning", "KPIs", "strategy execution", "annual planning", "team goals", "alignment", "review cadence", "what should we focus on", "prioritize", "goal tracking", "north star metric". ---

OKR & Strategy Execution Engine

> Set bold objectives. Measure what matters. Execute with discipline. Review ruthlessly.

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Quick Health Check (/8)

Before building anything, score your current goal system:

| Signal | ✅ Healthy | ❌ Broken | |--------|-----------|-----------| | Written goals exist | Documented, shared | In someone's head | | Goals have metrics | Every goal is measurable | "Improve customer experience" | | Cascade is clear | Team goals → company goals | Disconnected silos | | Review cadence exists | Weekly check-ins happen | Goals set then forgotten | | Scoring is honest | Red/yellow/green with data | Everything is "on track" | | Goals are ambitious | 70% hit rate = healthy | 100% hit rate = sandbagging | | Resource allocation matches | Top goals get most time | Urgent eats important | | Retros happen | Quarterly learning cycles | Same mistakes repeat |

Score: /8 → ≤3 = rebuild from scratch, 4-5 = fix gaps, 6+ = optimize

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Phase 1: Strategic Foundation

Vision Statement (Revisit Annually)

Your vision is a direction, not a destination. 1-2 sentences max.

Formula: We exist to [verb] [who] by [how], creating a world where [outcome].

Quality test:

• [ ] Inspiring (makes people want to show up)
• [ ] Directional (eliminates options that don't fit)
• [ ] Timeless (wouldn't change if product/market shifts)
• [ ] Memorable (can recite without reading)

Mission Statement

Mission = how you pursue the vision right now. Changes every 2-5 years.

Formula: We [what we do] for [who] by [unique approach], delivering [measurable impact].

North Star Metric

One metric that captures the core value you deliver. Everything else is a supporting metric.

Selection criteria:

1. Reflects customer value delivered (not vanity)
2. Leading indicator of revenue (not lagging)
3. Measurable weekly (not annually)
4. Every team can influence it (not one department)

By business type:

| Business Type | North Star Metric | Why | |---------------|------------------|-----| | SaaS | Weekly Active Users or NRR | Usage = value = retention | | Marketplace | Transactions per week | Liquidity = value for both sides | | E-commerce | Revenue per visitor | Combines traffic quality + conversion + AOV | | Services | Monthly recurring revenue | Predictable value delivery | | Media/Content | Engaged time per user | Attention = ad/subscription value | | B2B Enterprise | Expansion revenue % | Proves ongoing value post-sale |

Strategic Pillars (3-5 Max)

Pillars are the 3-5 themes that your goals cluster around. They persist for 1-3 years.

strategic_pillars:
  - name: "Product-Led Growth"
    description: "Make the product the primary acquisition and expansion engine"
    north_star_contribution: "Drives WAU through self-serve onboarding"
    
  - name: "Enterprise Readiness"
    description: "Build features and processes that enterprise buyers require"
    north_star_contribution: "Drives NRR through larger deal sizes"
    
  - name: "Operational Excellence"
    description: "Reduce cost-to-serve and increase team velocity"
    north_star_contribution: "Enables more output per headcount"

Rule: If a goal doesn't map to a pillar, it doesn't get resourced.

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Phase 2: Annual Planning

Annual Goal Template

Set 3-5 annual goals. Each must connect to a strategic pillar.

annual_goal:
  id: "AG-2026-01"
  statement: "Reach $1M ARR through product-led acquisition"
  pillar: "Product-Led Growth"
  why_now: "Market window closing, competitors raising Series A"
  success_metric: "ARR ≥ $1M by Dec 31"
  current_baseline: "$120K ARR"
  milestones:
    q1: "$250K ARR"
    q2: "$450K ARR"
    q3: "$700K ARR"
    q4: "$1M ARR"
  dependencies:
    - "Hire 2 engineers by Feb"
    - "Launch self-serve by March"
  risk_factors:
    - "Churn > 5% monthly kills growth math"
    - "Engineering capacity if hiring delayed"
  owner: "CEO + CRO"

Annual Planning Ritual (1-2 Days)

Pre-work (1 week before):

• Each leader submits: top 3 wins, top 3 misses, top 3 opportunities for next year
• Finance provides: revenue forecast, budget constraints, headcount plan
• Product provides: competitive landscape, customer feedback themes

Day 1: Review & Align

1. Score last year's goals honestly (30 min)
2. External landscape review — market, competitors, macro (45 min)
3. Internal capability review — what are we great at? where do we suck? (30 min)
4. Confirm/update vision, mission, pillars (30 min)
5. Brainstorm annual goal candidates — aim for 10-15 (60 min)

Day 2: Prioritize & Commit

1. Score candidates on Impact × Feasibility matrix (45 min)
2. Select top 3-5 — kill the rest explicitly (30 min)
3. Define success metrics and quarterly milestones (60 min)
4. Assign owners — one person per goal (15 min)
5. Identify top 3 risks and mitigations (30 min)
6. Write up and share within 48 hours

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Phase 3: OKR Writing Methodology

The OKR Formula

OBJECTIVE: [Qualitative, inspiring, time-bound statement]
  KR1: [Metric] from [baseline] to [target] by [date]
  KR2: [Metric] from [baseline] to [target] by [date]
  KR3: [Metric] from [baseline] to [target] by [date]

Objective Quality Rules

| Rule | Good | Bad | |------|------|-----| | Qualitative | "Become the fastest way to onboard" | "Increase onboarding by 30%" | | Inspiring | "Delight enterprise buyers" | "Complete enterprise features" | | Time-bound | "This quarter" (implicit) | No deadline | | Achievable-ish | 70% confidence of hitting | 100% or 10% confidence | | Verb-forward | "Launch", "Build", "Dominate" | "Continue", "Maintain" | | No metrics in objective | Described in key results | "Achieve 50% growth" |

Key Result Quality Checklist

Every KR must pass ALL of these:

• [ ] Measurable — a number, not a judgment ("increase NPS from 32 to 50" not "improve satisfaction")
• [ ] Has a baseline — you know where you are today
• [ ] Has a target — specific number, not directional ("to 50" not "higher")
• [ ] Outcome-based — measures the result, not the activity ("reduce churn to 3%" not "launch retention emails")
• [ ] Within your control — your team can actually influence this
• [ ] Verifiable — someone else can confirm if it was hit
• [ ] Not a task — tasks go in your project plan, not your OKRs

KR Scoring (0.0 — 1.0)

| Score | Meaning | Signal | |-------|---------|--------| | 0.0 - 0.3 | Failed to make progress | Wrong goal or wrong approach | | 0.4 - 0.6 | Made progress but fell short | Decent goal, execution gap | | 0.7 | Hit target (this is the goal!) | Sweet spot — ambitious but achievable | | 0.8 - 1.0 | Exceeded target | Either amazing execution or goal was too easy |

Healthy OKR program: average score across all KRs = 0.6-0.7

• Average > 0.8 = goals are too safe (sandbagging)
• Average < 0.4 = goals are too aggressive or execution is broken

OKR Anti-Patterns

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