Fieldnote quarterly OKRs
OKR slide example with two objectives and measurable results
An OKR slide only works when each key result carries a baseline, a target and a name, because a result without those three is a wish with a number attached. This one sets a quarter for Fieldnote, a fictional farm record keeping app.
What is on the slide
- Objective one
- Make the first season pay for itself. KR1: take paid farms from 412 to 600 by 31 March, owner Nadia Cruz. KR2: keep 70% of farms through a full season, up from 54%, owner Tom Alberts. KR3: cut median setup from 3.5 hours to 45 minutes, owner Nadia Cruz.
- Objective two
- Make support a rounding error. KR1: drop tickets from 1.8 to 0.6 per farm a month, owner Rae Sutton. KR2: answer 90% of tickets within two hours in season, from 61%, owner Rae Sutton. KR3: deflect 35% of contacts with 40 new articles, from 8%, owner Tom Alberts.
- Framing line
- Two objectives, three key results each, every result with a baseline, a target and an owner.
- Layout
- Two objective cards with a filled header bar and an icon, each holding three lighter key result cards labelled KR1 to KR3.
When this is the right slide
Two objective cards with three key results each suit a quarterly OKR readout, where the audience has to see both goals and every measure in one view without scrolling a tracking table.
What to swap it for
Metrics: OKR Tracking Table. Swap to the OKR tracking table mid quarter, when the slide has to show progress against each result rather than the commitment that was made at the start.
What this slide shows
A title reads Fieldnote OKRs, Q3 FY28, with a framing line saying two objectives, three key results each, every result with a baseline, a target and an owner. Two objective cards sit side by side, each with a filled header bar carrying an icon and the objective. The left objective is make the first season pay for itself, with three key result cards beneath it: KR1, paid farms, take paid farms from 412 to 600 by 31 March, owner Nadia Cruz; KR2, season retention, keep 70% of farms through a full season, up from 54%, owner Tom Alberts; KR3, setup time, cut median setup from 3.5 hours to 45 minutes, owner Nadia Cruz. The right objective is make support a rounding error, with KR1, tickets per farm, drop tickets from 1.8 to 0.6 per farm a month, owner Rae Sutton; KR2, first reply, answer 90% of tickets within two hours in season, from 61%, owner Rae Sutton; KR3, help centre, deflect 35% of contacts with 40 new articles, from 8%, owner Tom Alberts.
When this is the right slide
Use it at the start of a quarter, when the objectives have been agreed and the job of the slide is to publish them. It suits a team all hands, a leadership readout, a board update where the plan matters more than the progress, and an onboarding pack for someone joining mid quarter. Two objectives is a deliberate constraint: teams that publish six objectives usually finish two of them, and this layout refuses to hold more. It is the wrong slide mid quarter, when the audience wants progress rather than commitments, and a tracking table with a status column answers that far better. It is also wrong where key results are still being negotiated, because a published slide freezes wording that was meant to stay in draft.
How to adapt it
First, write each key result as from, to and by. From 412 to 600 by 31 March is unambiguous, and the same sentence can be scored by someone who was not in the room. A result that starts with increase or improve is usually missing one of the three parts. Second, put one name on each result, not a team. Owner Rae Sutton means a specific person answers for it at the check in, and if the same name appears three times the plan has a capacity problem worth surfacing now rather than in week ten. Third, keep each result to about ninety characters. The card holds two short lines, so the measure and the owner fit but the reasoning does not, and the reasoning belongs in the written plan anyway. Once the quarter is under way, the tracking table version of this slide carries the same six results with current values and status.
What makes this slide work
Every key result moves a number from one value to another
412 to 600 paid farms, 54 to 70 percent retention, 3.5 hours to 45 minutes, 1.8 to 0.6 tickets, 61 to 90 percent first reply, 8 to 35 percent deflection. Each line has a baseline and a target, so at the end of the quarter the result is either met or not. A key result written as improve onboarding cannot be scored by anybody.
Each result names one owner
Nadia Cruz, Tom Alberts and Rae Sutton appear beside the results they carry, and two people carry two each. Naming an individual rather than a team is what makes a check in possible, and it also exposes the case where one person quietly owns five of six results, which is the usual reason a quarter slips.
The objectives are written as outcomes, not activities
Make the first season pay for itself and make support a rounding error both describe a state the business wants to be in. Launch the new onboarding flow would be an activity, and a team can complete it while the business is no better off. The outcome framing is what stops the key results being a project plan with percentages.
Questions people ask
How many objectives belong on one OKR slide?
Two, and this layout enforces it. Three objectives with three results each is nine measures, which is more than a team can hold in mind and more than fits at a readable size. Organisations that publish six objectives per quarter tend to deliver the first two and quietly drop the rest, so the constraint is doing useful work.
How should a key result be worded?
From a baseline, to a target, by a date. Take paid farms from 412 to 600 by 31 March has all three and can be scored by anyone. Words like improve, optimise and increase without numbers cannot be scored, and a set of results written that way turns the end of quarter review into an argument about interpretation.
What is the difference between a key result and a task?
A key result is an outcome the team may or may not reach; a task is work the team can complete regardless of effect. Publish 40 help articles is a task. Deflect 35 percent of contacts with 40 new articles is a key result, because the articles only count if the contacts fall.
Should owners be individuals or teams?
Individuals. A team name on a key result means nobody has to answer for it at the check in, and the result drifts until the last fortnight. Naming a person is also the fastest way to see an overloaded quarter: if one name carries four of six results, the plan needs changing before the quarter starts, not after.
When should an OKR slide become a table?
Once the quarter is running. At that point the audience wants current value, target and status, and a table with a row per result shows six of them at a glance. Keep the card layout for the commitment at the start and the table for every check in after it, so the two slides answer two different questions.
How should an OKR slide be presented out loud?
Read the two objectives, then name only the key result most likely to fail and say what would have to be true for it to land. The room can read the numbers. Spending the session narrating six measures leaves no time for the conversation that actually changes the outcome, which is about capacity and sequencing.
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