"We introduced OKRs and nothing changed"
Lemur Media · author: Dominik Dębski · updated 28.10.2026
Objectives and Key Results (OKRs) have no effect when they become a task list and their review does not shape decisions on priorities and resources. The solution is a few company-level objectives, key results (KRs) measured by outcomes and a weekly review rhythm tied to decisions.
What are the symptoms?
- Every team has a dozen or more OKRs, and most of them are projects to deliver.
- OKRs are set at the start of the quarter and revisited only at the wrap-up.
- Most key results end at 100% or are not scored at all.
- Budgets and staffing do not change in response to OKR progress.
What are the causes?
- 01Too many objectivesThe company puts everything it does into its OKRs, so the objectives set no priorities.
- 02Key results as tasksKey results describe activities to complete, with no measure of change in outcomes.
- 03No rhythmOKRs have no place in weekly meetings, so they do not influence day-to-day decisions.
| Headcount | Typical picture |
|---|---|
| 50–249 employees | OKRs were introduced on the model of tech companies, while the board still sets priorities ad hoc outside them. |
| 250–999 employees | OKRs cascade through several levels, and aligning them takes several weeks every quarter. |
What questions should the board ask?
- How many company-level objectives apply this quarter?
- What was the most recent decision on priorities or resources based on OKR progress?
- What share of key results (KRs) measure an outcome, and what share measure task completion?
Which metrics should you check?
- Number of company and team objectives per quarter
- Share of key results (KRs) measuring a business outcome
- Share of weekly board meetings that review OKR progress
Which mistakes should you avoid?
- Tying bonuses directly to OKR achievement.
- Cascading OKRs to every level of the organisation in the first year.
- Buying an OKR tool as the first step of implementation.
How does the solution work?
Methods: Lemur OS. Lemur Compass sets the sequence of actions based on the company's growth phase, scale, business model and profitability.
- 01Fewer objectivesThe board limits company objectives to 2–4 per quarter, derived from the strategy.
- 02Rewriting key resultsKey results (KRs) are converted from tasks into outcome measures with a baseline and a target value.
- 03Review rhythmA weekly review of progress and risks within board and team meetings.
- 04Resource decisionsAt the mid-quarter review the board shifts people and budget between objectives.
Where should you start?
Quarterly objectives Workshop with the board (1 day) and a review of the decision rhythm (1 week).