They complement the key results at the company level

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In the example mentioned, the insurance divisions - such as life, health or property insurance - would now be asked for their annual OKRs. However, this should not be a hierarchical assignment of goals. Rather, the OKRs must be agreed between the company management and the individual units in a negotiation process or, even better, in a pull process. After all, the divisions mentioned are best placed to assess how well the online channel is suited to taking out insurance. For example, it may happen that the property insurance division takes on six new online products, while the health and life insurance divisions do not initially make a direct contribution to the target. On the other hand, the units within the strategic fields of action can also set OKRs that do not directly contribute to the company OKRs. Here, too, the units have more and better detailed knowledge about their own area than the company management.

In our example, the health or life insurance division could also strengthen the online channel through new or better online customer services. This may not bring in new business, but it can improve existing business and customer satisfaction.

Once the annual OKRs have been agreed for the company units, they can be broken down further to team level. Each team then has a clear direction for the next year and can begin to define the cayman islands consumer email list​ goals for a first stage - usually for a quarter. To do this, the teams create three to five quarterly objectives for themselves, each with three to four key results, which are then agreed and negotiated with the units above.

To take up our example again, it could look like this: As a team, we will launch a new online application process for taking out home contents insurance to enable our customers to take out a policy online as simply, transparently and comprehensibly as possible (Objective):

In research, a System Usability Scale (SUS) value of at least 80 points is achieved (Key Result 1)
A conversion rate (CVR) of at least 30 percent (Key Result 2)
A number of x applications per week is reached (Key Result 3)
Customers rate the online application with an average of 4.6 stars (Key Result 4)
Here, too, there are a few important points to consider:
but an activity target - in other words, a driver of success on the way to the target state. Such targets do not automatically ensure success, but can still be helpful in making the prospects of success measurable early on, before production starts. However, the key results should under no circumstances consist exclusively of activity targets (such as milestone plans).