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Objectives & Key Results 
Company-​
wide alignment
Overarching Objective
Team B OKR Team C OKR
linking
Team
Initiatives
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Team A OKR
linking
Alignment: 2 levels (best practice)
Directional statement,
no measurable KRs
Example
Alignment quality:
best practice
Alignment: 2 levels
May not represent the company org chart directly
Transparent and straightforward 
goal-​
setting process
Will not work in companies with transparency issues
Clear connection between the Company goals and 
personal level contributions
Process will not follow itself - everyone needs 
to be onboard
Only 2 layers of goals and no management 
overhead for the progress tracking process
Clear ownership of outcomes at every level
Wins Possible challenges
Alignment quality:
best practice
Alignment: 2 levels (version 2)
no linking needed when an O has measurable KRs
Usually means
a very broad O + KPIs
Example
Team B OKR Team C OKR
Team
Initiatives
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Team A OKR
Overarching OKR
Alignment quality:
OK but many hidden issues
Alignment: 2 levels (version 2)
No clear owners of Company OKRs leads to teams 
moving in different directions
Transparent and straightforward 
goal-​
setting process
High probability for skipping important high level 
discussions, and pressure on teams to figure it out
Just restructuring your high-​
level KPIs into 
OKRs doesn't make them any less abstract
Only 2 layers of goals and no management 
overhead for the progress tracking process
Wins Possible challenges
Alignment quality:
OK but many hidden issues
Company Objective
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Department Objective 
Personal 
plans
Alignment: 3 levels
Department Objective 
Team B OKR Team C OKR
Team A OKR
Team B OKR Team C OKR
Team A OKR
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
linking linking
linking
linking
Alignment: 3 levels
One too many levels to manage during the quarter
Could be useful for hierarchical  
companies with complex org chart
Company level often becomes high-​
level nonsense
Company level serves as a high level strategy level, 
and Department level helps to clarify direction
OKR planning session takes 1-2 weeks 
longer than it should
High probability for duplicated Os at 2 
different levels
Wins Possible challenges
Alignment quality:
OK but many hidden issues
Company Objective
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Department Objective 
Personal 
plans
Alignment: hybrid model
Department OKR 
Team B OKR Team C OKR
Team A OKR
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
linking linking
linking
No OKR No OKR
No OKR
Alignment: hybrid model
One too many levels to manage during the quarter
Different departments can follow 
their internal preferences
Requires a very well trained OKR champion
Company level serves as a high level strategy level, 
and Department level helps to clarify direction
Confusing for cross-​
functional 
communication
High probability of working in silos
Wins Possible challenges
Alignment quality:
OK but many hidden issues
Company OKR
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Department Objective 
Personal 
plans
Alignment: hybrid model
Department OKR 
Team B OKR Team C OKR
Team A OKR
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Team
Initiatives
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
Personal 
plans
linking
Team B OKR Team C OKR
Team A OKR
no linking needed 
Alignment: hybrid model
In 99% cases turns to mess very quickly
Independent planning sessions are 
possible
Requires a very well trained OKR champion
Confusing for cross-​
functional 
communication
High probability of working in silos
Wins Possible challenges
Alignment quality:
Poor, almost never works out
Learn the best practice process & agree internally
Three rules of alignment
Alignment = communication so be prepared for 
many MANY discussions at first
Alignment is a 2-​
way street: top-​
down & bottom-​
up 
feedback is a must
Need help?
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