Measuring: Focus on Impact, Not Deliverables

Strategy sets the course. OKRs make it possible to execute that strategy—provided you avoid the most common pitfall: objectives that resemble to-do lists, and Key Results that measure what you produce rather than what it changes. 

The distinction is simple to articulate but difficult to uphold. An objective is not an action; it is a motivating intention. A Key Result is not a deliverable. It is an observable result that proves the objective is being achieved. This confusion between output and outcome is well-documented and systematic: most teams frame their Key Results around completed activities rather than around measured impacts (Outcomes Over Output, Josh Seiden, Sense & Respond Press). It is precisely this shift that turns OKRs into disguised reporting and largely explains why 65% of OKRs are not directly linked to company objectives (Measure What Matters, Portfolio Penguin). 

Impact-driven leadership means empowering teams to take ownership of finding the best path forward, rather than simply executing a rigid plan. Criteria for a good OKR, the distinction between output and outcome, and a practical example: You’ll find all of this in our article dedicated to the OKR template.