2. 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
3. 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
4. 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
5. 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
7. 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
9. 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
11. 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
12. 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