Setting Okrs Goals

# Setting OKRs & Goals - All Guest Insights

*55 guests, 74 mentions*

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## Ami Vora
*Ami Vora*

> "Maybe instead of motivating everyone on GMV, you motivate them on GMV per surface and you divide up the surfaces, or maybe you motivate them on actually different goals that underlie... Can you goal on those input metrics, can you goal on number of people who visit, number of people who convert, number of people who reorder?"

**Insight:** Avoid 'toddler soccer' (everyone chasing the same metric) by detangling goals into specific input metrics for each team.

**Tactical advice:**
- Break down high-level output metrics (like GMV) into movable input metrics (like conversion or reorder rate).
- Assign unique 'swim lanes' or surfaces to different teams to prevent overlap and friction.

*Timestamp: 00:56:27*


## Anuj Rathi
*Anuj Rathi*

> "I've seen OKRs fail multiple times when you're running this kind of a marketplace. Big bets work much better... because the fundamental assumption here is that it is solving for a kind of user... But if it is working for three different kinds of users, then all the goals will all the time be in conflict with each other."

**Insight:** Standard OKRs often fail in multi-sided marketplaces because the goals of different user groups (e.g., consumers vs. delivery partners) are inherently in conflict.

**Tactical advice:**
- In complex marketplaces, replace granular OKRs with 'Big Bets' that tell a holistic story of how a lever pull affects all sides of the market.
- Acknowledge that moving one lever in a marketplace (like delivery fees) will inevitably stretch other levers (like restaurant commissions).

*Timestamp: 00:59:43*


## Annie Pearl
*Annie Pearl*

> "We have three main OKRs that we're focused on for this year, for example, across the whole company. And then we have department level OKRs, many of which are in support of the company level OKRs... this has been a really incredible transformation of dependency mapping, being able to make sure that we're pulling all the levers across the organization to drive our most important objective."

**Insight:** Effective OKRs require tight integration between company-level objectives and department-level key results to ensure alignment and dependency mapping.

**Tactical advice:**
- Limit company-level OKRs to a small number (e.g., three) to maintain focus.
- Ensure department OKRs directly support company-level objectives.
- Use OKRs as a tool for dependency mapping across the organization.

*Timestamp: 00:19:11*


## Asha Sharma
*Asha Sharma*

> "The second thing that we do is that we have kind of loose quarterly OKR. So like, 'Okay, if we believe that, what do we need to do next quarter to actually put ourselves on a path to that?' And then from there, teams are operating in squads and they're kind of setting out four to six week goals."

**Insight:** Use a tiered goal-setting system that combines loose quarterly objectives with tight, short-term execution cycles.

**Tactical advice:**
- Set 'loose' quarterly OKRs to provide direction without over-baking the plan
- Empower squads to set 4-6 week goals for specific problem areas

*Timestamp: 32:06*


## Archie Abrams
*Archie Abrams*

> "When you have teams naturally break up the world into different funnel stages or different points in the journey, it gets very seductive to look at my part of the funnel, and what's my conversion rate through that part of the funnel? ... But in practice, I talked about it's actually almost always easier to just make it harder to do the thing right before your step in the funnel to increase your conversion rate."

**Insight:** Ratios and percentages are dangerous metrics because they can be 'gamed' by reducing the denominator; absolute numbers are more robust for growth teams.

**Tactical advice:**
- Shift team goals from 'increasing conversion rate' to 'increasing the absolute number of users' reaching a specific state.
- Be wary of LTV or retention improvements that