The Key Results should be pure measurements of the success of the objective. They should not be confused with breakdowns/subprojects/different streams supporting the objective.

E.g. if the KPI is “$10M in sales” and the Objective is “Boost E-commerce sales” then:

  1. Good Key Results are “sold $1M via E-commerce channel”, “Won 1000 new paying customers in E-Commerce” and “Maintained profit margin in E-commerce at 30%”.
  2. Bad Key Results would be “Integrated Shopify for E-Commerce”, “Hired an E-commerce manager” and “Updated Google AdWords campaign for E-Commerce ads”. This breakdown should occur not in the key results, but in the cascading of the OKR downwards in the organization.