’s flexibility in OKR management enables businesses to configure OKRs their way. With the introduction of configuration settings and granular controls, organizations can now truly do OKRs the way they want to.

Let’s take an example of an organization that aligns itself around metrics and each department has a maturity and discipline on what metrics they need to achieve in order to meet the top- company-level objectives. The organization wants objectives to be purely aspirational and key results to be completely measurable. Say, the company’s objective is ‘ Become a market leader in the Marketing Automation category ’. This objective is owned by the CEO and has a set of key results that contribute to the objective’s progress. Similarly, the Product team understands that they need to go set their own objectives that will help them move the needle in the company objective.

Other organizations might emphasize cascading goals top-down, typically taking the company-level objective and breaking it all the way down to team and individual level objectives. In this scenario, the organization doesn’t have any hard and fast rules on what an objective should be and how a key result should look. If they feel that the objective is large enough to be aspirational but can still be measured, they might want to measure it with a metric. In this case, Ally gives an option to use objectives and key results interchangeably.

For example, say the company’s quarterly objective is to 'Keep the company financially stable and set up for hypergrowth' and has a couple of key results that help them meet this objective. These key results are typically cross-functional in nature and are assigned to the leaders of the respective departments or teams and are further broken down into the individual level.

When objectives are differentiated from key results, organizations might want still more flexibility, like the ability to have objectives nested under key results. This can happen if an organization often writes key results that are large enough in scope that adding an aspirational objective to be nested under it might make sense. For example, an organization that’s sales-driven wants to break down a key result metric into parts to be able to measure progress easily across different regions or segments. The additional advanced settings make more flexible to use and configure OKRs the way they want to.

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