Drive Customer Value with 17 Product Team OKR Examples

You and your team are churning out features, but are they making a real impact on the bigger picture?

Are you aligned with business goals, or just spinning your wheels on projects that eventually don’t matter?

Think OKRs! This goal-setting framework helps you focus your team’s efforts on achieving specific, measurable outcomes that directly contribute to business success.

But you might wonder, “How do I translate that into action?” That’s where this blog comes in. 

Get the product team OKR templates tailored to common product challenges and goals, and craft meaningful OKRs that inspire your team and drive change.

Also, discover okr best practices to navigate your OKR journey and a case study of a software company.

Why should your product team use OKRs?

Remember the initial joining days when you started, brimming with ideas and excited to make a difference in the business? OKRs can help you bring that passion back.

They help you shift your focus from everyday tasks to setting your sights on a clear vision. By defining ambitious goals (“reach beyond what is currently happening”), you’ll find yourselves energized by the challenge, not drained by the routine.

Imagine seeing your daily tasks directly contributing to a shared objective, like boosting user engagement or achieving market leadership. Suddenly, your product development carries meaning, and you’re part of a winning team, not just tackling solo missions.

Also, the tech world moves fast. What’s “good enough” today might be obsolete tomorrow. OKRs are flexible and can help you to evolve and innovate constantly.

They encourage you to think, “Where do we want to be?” rather than just, “Where are we now?”. This adaptability will ensure you’re not just keeping up but setting the pace within your industry.

17 product team OKR templates to create a roadmap for change

The following OKR templates are just starting points, and you should adapt them to your specific product, team structure, and communication practices.

Tailor the OKRs to reflect the specific needs and challenges your team faces in collaborating with other departments.

We hope this comprehensive set of OKR examples enables your product team to establish effective collaboration, achieve shared goals, and drive product success.

Team growth-focused OKRs

1. Learn and adapt to emerging technologies

Objective: Embrace and integrate emerging technologies to improve the product and stay ahead of the curve

Owners: Product Manager, Engineering Lead, Data Scientist

Due date: 6 months

Key results:

• Identify and evaluate X key emerging technologies relevant to your product and industry
• Conduct proof-of-concept experiments with X emerging technologies chosen for potential integration
• Upskill X% of the product team on the chosen emerging technology
• Launch a pilot project using the chosen emerging technology to test its impact on product performance and UX

2. Improve cross-functional alignment and collaboration

Objective: Foster a culture of collaboration and information sharing across all teams

Owners: Product Manager, Marketing Manager, Sales Manager, Engineering Lead

Due date: 3 months

Key results:

• Conduct X cross-functional team meetings to discuss product roadmap, priorities, and challenges
• Establish a shared knowledge base for cross-functional collaboration
• Implement a joint product launch process involving marketing, sales, and product teams
• Conduct a team satisfaction survey to assess cross-functional collaboration

3. Tackle prioritization paralysis

Objective: Make clear and efficient decisions on feature prioritization to maximize product impact

Owners: Product Manager, Engineering Lead, Design Lead

Due date: 1 year

Key results:

• Develop and implement a transparent and data-driven feature prioritization framework based on user needs, business goals, and technical feasibility
• Reduce the time spent in prioritization discussions by X% by using objective criteria and facilitating effective decision-making
• Increase the percentage of features completed on time and within budget by X% through improved prioritization and resource allocation
• Conduct quarterly retrospectives to evaluate the effectiveness of the prioritization framework and identify improvement opportunities

4. Avoid frequent roadmap changes during the cycle

Objective: Establish a stable and predictable product roadmap that delivers on commitments

Owners: Product Manager, Engineering Lead, Marketing Manager

Due date: 6 months

Key Results:

• Reduce the number of roadmap changes due to scope creep or external factors by X%
• Achieve X% completion rate for features committed to in the current roadmap cycle
• Increase stakeholder buy-in and confidence in the product roadmap by X% through transparent communication and regular updates
• Implement a change management process for roadmap adjustments, requiring justification and impact assessment

5. Acquire and retain high-performing product team members

Objective: Build a strong and talented product team that drives innovation and success

Owners: Product Manager, People Operations Lead, Team Lead

Due date: 1 year

Key results:

• Increase the number of qualified applicants for open product team positions by X%
• Achieve an X% offer acceptance rate for top candidates
• Reduce employee turnover within the product team by X%
• Implement a mentorship program to connect experienced product team members with new hires

6. Launch a major product feature

Objective: Successfully launch a major new product feature that delivers significant value to users and achieves business goals

Owners: Product Manager, Engineering Lead, Marketing Manager

Due date: 6 months

Key results:

• Launch the major product features on time and within budget
• Achieve a user adoption rate of X% for the new feature within the first 3 months of launch
• Achieve an X% success rate in beta testing for the major product feature before the launch
• Gather user feedback on the new features and iterate based on their insights within 3 months of launch

7. Ensure value-driven product marketing (cross-functional)

Objective: Develop and execute product marketing campaigns that clearly communicate value proposition and drive user acquisition and engagement

Owners: Product Marketing Manager, Product Manager, Marketing Manager

Due date: 6 months

Key results:

• Increase qualified leads generated by product marketing campaigns by X%
• Increase product awareness and consideration within the target market by X%
• Develop and publish X high-quality articles showcasing product value
• Increase customer lifetime value by X% through targeted product marketing campaigns

8. Keep other teams in sync with product development (cross-functional)

Objective: Ensure transparent and timely communication about product development progress and changes to keep other teams informed and aligned

Owners: Product Manager, Project Manager (if applicable)

Due date: 1 year

Key results:

• Share a detailed product roadmap document outlining key features, timelines, and dependencies
• Share a centralized product development dashboard with real-time updates
• Create a dedicated communication channel for product development updates and discussions
• Organize product demos and walkthroughs for key stakeholders from other departments

User/Customer-centric OKRs

9. Develop a customer-centric product

Objective: Build a product that deeply understands and addresses customer needs and desires

Owners: Product Manager, User Researcher, Customer Success Manager

Due date: 1 year

Key Results:

• Increase Net Promoter Score (NPS) by X points
• Reduce Customer Support tickets by X% by focusing on common user pain points
• Launch a customer feedback forum and respond to X% of inquiries within 24 hours
• Conduct user interviews with X customers per month to identify emerging needs and opportunities

10. Conduct fruitful user research

Objective: Gather actionable insights from user research to guide product development and decision-making

Owners: User Researcher, Product Manager, Designer

Due date: 3 months

Key Results:

• Complete X in-depth user research studies focused on key product areas
• Recruit and interview X diverse users per study to ensure representative insights
• Develop user personas based on research findings and share them with cross-functional teams
• Implement a user research repository to store and share findings with stakeholders

11. Figure out “Jobs to be Done” for your product

Objective: Clearly understand the underlying motivations and desired outcomes users seek

Owners: Product Manager, Marketing Manager, Sales Manager

Due date: 6 months

Key Results:

• Conduct X “Jobs to be Done” interviews with target customers
• Develop a “Jobs to be Done” map that identifies the key jobs your product helps users accomplish
• Align product marketing and sales messaging to focus on the “jobs to be done” your product facilitates (Metric: Leads and Conversion rates)
• Prioritize product development based on their ability to help users “get the job done” (Metric: User satisfaction score)

12. Build an impactful user experience (true North Star goal)

Objective: Create an exceptional UX that drives user delight, engagement, and retention

Owners: Product Manager, Design Lead, User Experience Researcher

Due date: 6 months

Key Results:

• Achieve a System Usability Scale (SUS) score of X or higher
• Increase user satisfaction score by X%
• Reduce user churn rate by X% by focusing on key drop-off points
• Increase customer lifetime value (CLTV) by X%

Innovation focused OKRs

13. Establish a culture of experimentation

Objective: Encourage a data-driven culture of continuous learning and improvement through experimentation

Owners: Product Manager, Engineering Lead, Data Analyst

Due date: 6 months

Key Results:

• Conduct A/B tests on X high-impact product features per month
• Run X design sprints focused on solving major user pain points
• Implement a system for capturing and analyzing experiment data (e.g., A/B testing platform)
• Hold monthly “experimentation showcase” meetings to share learnings and encourage cross-team collaboration

14. Balance product innovation and stability

Objective: Deliver innovative product features while maintaining stability and reliability

Owners: Product Manager, Engineering Lead, Quality Assurance Lead

Due date: 1 year

Key Results:

• Launch X major innovative features per quarter that address key user needs
• Maintain an X% uptime for the core product functionalities
• Reduce the number of high-severity bugs introduced by X%
• Achieve an X% satisfaction rate for customer support interactions

15. Stay in sync with the changing market

Objective: Proactively adapt the product to evolving market trends and customer needs

Owners: Product Manager, Market Research Analyst, Competitive Intelligence Specialist

Due date: 6 months

Key results:

• Conduct X market research surveys to identify emerging trends and customer preferences
• Launch at least X new product features that address a key market trend
• Increase brand awareness within the target market by X%
• Achieve an X% win rate against key competitors in sales opportunities

16. Prioritize the quality of features over quantity

Objective: Focus on delivering high-quality, well-tested features that provide significant value to users

Owners: Product Manager, Engineering Lead, Designer

Due date: 6 months

Key results:

• Reduce the number of low-impact features launched by X%
• Increase the average user adoption rate for new features by X%
• Achieve an X% pass rate on automated and manual testing for all new features before release
• Gather user feedback on X new features within a month of launch and iterate based on their insights

17. Stay competitive in the industry

Objective: Maintain and improve our competitive position within the industry

Owners: Product Manager, Marketing Manager, Sales Manager

Due date: 1 year

Key Results:

• Increase market share by X% compared to the previous year
• Conduct competitive analysis to identify key strengths and weaknesses of competitors
• Develop and launch at least X new features that differentiate us from competitors
• Increase brand awareness by X%

Find out the challenges faced by your product team

You can make real progress when you set meaningful goals and tackle the challenges. But you have to identify these obstacles first.

Uncovering challenges is an ongoing process. By actively listening, digging into data, having open dialogue, and looking beyond your product team, you can create a clear picture of what’s holding your team back and develop actionable strategies to move forward together.

Here are some actionable tips to unearth those challenges:

1. Listen to your team with team interviews and pulse surveys and observe their workflows.
2. Gather and analyze data on communication, progress on goals or KPIs, and their time spent.
3. Openly discuss with your team members using retrospectives and feedback sessions and encouraging a culture of open communication.
4. Look beyond your product team. Get feedback from other team members and customers.

Unique best practices for product teams to make the most of their OKRs

OKRs are a tool, not a burden. They are not “more additional tasks” but the top priorities of your team’s roadmap to achieve your common goals.

These best practices are tailored to the fast-paced world of product teams.

Keep it simple

1. Focus on 3-5 Objectives per team: Don’t get bogged down in complexity. Prioritize the most impactful goals that truly move the needle.

2. Craft clear, concise Objectives: Think “ambitious but achievable” and avoid lofty statements that lack direction.

3. Key Results? Keep it SMART: Specific, Measurable, Achievable, Relevant, and Time-bound. Make sure progress is clear and quantifiable.

Align well

1. Connect OKRs to company strategy: Ensure your team’s goals ladder up to the bigger picture and drive overall success.

2. Cross-functional alignment: Collaborate with other teams (marketing, sales, engineering) to set interconnected OKRs and avoid silos.

3. Transparency is key: Make OKRs visible across the team, department, and even the entire company. Create a culture of shared ownership and accountability.

Embrace flexibility and focus

1. Adapt on the fly: Things change! Leave room for adjustments as you learn and gather feedback. Your OKRs shouldn’t be set in stone.

2. Prioritization is your superpower: Not all features are created equal. Use OKRs to focus on impactful initiatives and avoid scope creep.

3. Celebrate small wins: Recognize and reward progress towards your OKRs, big or small. Keeping motivation high is key!

Empower your team

1. Collective ownership: Involve your team in setting OKRs. It’s their sweat and tears that make them happen!

2. Regular check-ins: Schedule regular reviews to discuss progress, challenges, and adjustments. Keep everyone on the same page.

3. Data-driven decisions: Use metrics and data to track progress and inform adjustments. Don’t rely solely on gut feeling!

Bonus tip: Leverage OKR software and templates! There are plenty of resources available to make your OKR journey smoother and more efficient.

Differences between the scrum and OKRs for product teams

You may ask: Scrum or OKRs? The answer is both. While they serve distinct purposes, Scrum and OKRs can beautifully complement each other, driving focus, agility, and impactful results.

Let’s explore their unique strengths and how they can work together:

About the Scrum

Imagine a rugby scrum where players push together to gain possession. Scrum is an agile project management framework that helps teams deliver software iteratively and incrementally in short cycles called “sprints” (typically 2-4 weeks).

Each sprint focuses on a specific set of tasks (product backlog) that the product owner prioritizes. This promotes adaptability and responsiveness to change.

Shortcomings: While excellent for execution, Scrum doesn’t inherently define strategic direction or measure broader outcomes. What are you ultimately striving for? How does each sprint contribute to the bigger picture? Scrum doesn’t answer these questions directly.

How you can use OKRs and Scrum together

You define purposeful and team-aligning long-term goals with OKRs, while Scrum helps break them down into actionable tasks within sprints.

Imagine your product team building a fitness app. Their objective might be to “Become the leading fitness app for busy professionals by Q4.” Their KRs could include:

• Increase active users by 20%
• Reduce app churn rate by 10%
• Achieve a 4.5-star average rating on app stores

Now, Scrum has become active! Each Key Result becomes a sprint goal, broken down into manageable tasks within your sprint cycles.

Regular OKR check-ins and scrum retrospectives would analyze progress towards OKRs and identify improvement areas in future sprints.

Bonus tip: Leverage tools that integrate Scrum and OKRs seamlessly, allowing for effortless tracking and alignment.

Case Study: Empowering a mobile app team to own their business at TravelPerk

TravelPerk is an all-in-one business travel platform for companies to book, manage, and report on business travel.

TravelPerk has experienced significant growth in terms of revenue and customer acquisition rate since 2019.

Despite the halt in business travel during 2020, CEO Avi Meir believed that business travel would bounce back and emphasized the importance of excellent customer service, flexibility, safety, and sustainability.

Anyway, OKRs have always been a central focus for TravelPerk. Meir introduced this framework to coordinate the company’s efforts towards a specific goal effectively.

In TravelPerk, teams are formed based on the work they are assigned to rather than traditional functions. These work teams (squads) are then grouped into tribes.

The composition of each squad or tribe depends on the problems or projects they are responsible for. Traditional departments like marketing, engineering, and finance exist above the tribes.

Using OKRs to enhance mobile app engineering

The mobile team formed a “Squad” to enhance mobile engineering procedures. They established two objectives:

1. Take ownership of components that involve multiple teams
2. Empower product squads: “You build it, you own it”

For the mobile platform group, this meant taking responsibility for more than just the app – it included components beyond the product, such as tools and processes.

It can consume a developer’s time that could otherwise be spent on the product. The same applies to refining processes.

According to senior Android engineer Luis G. Valle, mobile engineering processes improved in the first quarter.

Ultimately, the mobile platform group developed a product to enhance their development infrastructure and system.

This eventually allowed the product team to concentrate more effectively on creating high-quality applications.

The company’s OKRs are not based on traditional departmental planning and execution because “squads” constantly change. Instead, he advocates for a network-based structure.

This allows for faster and more efficient decision-making, as it delegates authority to those directly involved in the work.

New to OKRs? Here is how you can start effectively

Adopting and getting the hang of OKRs is a journey, not a destination. Be patient, iterate, and adapt your approach as you learn and grow.

Here are some ways to get started with the OKR framework of your product team:

1. Do it yourself (DIY)

Benefits: Cost-effective, full control over the process.

Challenges: Requires dedicated time, effort, and a learning curve for setting effective OKRs.

Resources

Books: “Measure What Matters” by John Doerr & “High Output Management” by Andrew Grove

Websites: whatmatter.com & getjop.com

2. Hire an OKR consultant

Challenges: Additional expense and reliance on external expertise

Benefits

• Faster implementation: Consultants can guide you through the process, avoiding common pitfalls.
• Tailored approach: They’ll design an OKR strategy specific to your team and product goals.
• Ongoing support: You’ll have access to their expertise for troubleshooting and adjustments.

3. Consider an OKR software

Challenges: Subscription cost and potential integration challenges

Benefits

• Easy setup and maintenance: Software simplifies data entry and tracking progress.
• Collaboration tools: Facilitate communication and transparency within the team.
• Reporting and analytics: Gain insights into progress and identify areas for improvement.

Suggestions: JOP (Joy of Performing), Profit.co, and Workboard.

Bonus Tip: Choose an OKR Champion

This dedicated OKR advocate will:

• Lead the OKR implementation process within your team.
• Promote understanding and adoption of OKRs.
• Track progress and facilitate regular check-ins.

How do you train OKR champions within your team? Hire OKR experts or consultants, or ask someone willing to volunteer to learn and become an OKR Champion.

Conclusion

Your journey with OKRs isn’t about rigid formulas or generic templates. It’s about unlocking focus, alignment, and impact for your product and team.

By translating your vision into clear OKRs, you’ll shift from feature factories to impactful value creators.

Adapt, experiment, and learn as you go. Use the resources and product team OKR templates, explore further, and find what works best for your unique product and team.

You can also explore more OKR templates here.

Frequently asked questions

1. How do I set up an OKR for my product team?

Start small: Focus on 2-3 Objectives with 3-4 measurable Key Results each. Prioritize impactful areas aligned with company goals

Get everyone involved: Conduct workshops with your team to brainstorm ideas, discuss priorities, and define success metrics.

Clarity is key: Craft clear, concise Objectives that inspire and Key Results that are specific, measurable, achievable, relevant, and time-bound (SMART).

Transparency is crucial: Share OKRs across the team and company to establish alignment and understanding.

Resources are your friend: Utilize online resources, books, and workshops to learn best practices and gain inspiration.

2. What are the objectives of a product team?

Product team objectives vary depending on the specific product, market, challenges, and stage of development. Common objectives include:

• Increase user engagement and adoption
• Improve product quality and performance
• Launch new features or functionalities
• Expand into new markets or user segments
• Drive revenue growth or market share

3. How many OKRs should a product team have?

Less is more: Aim for 2-3 Objectives with 3-4 Key Results each to avoid overwhelm and ensure focus

Quality over quantity: Prioritize impactful goals over having a long list of less meaningful ones

Consider complexity: Larger or more complex products may require a few more OKRs, but keep it manageable

Remember, you can always adjust your OKRs as needed throughout the cycle based on progress and learnings

4. What are OKRs and KPIs for product managers?

Product Manager OKRs: Align their Objectives with the team’s OKRs and focus on areas like accelerating product development, improving user experience, or driving product adoption.

Product Manager KPIs: These measure progress towards their OKRs and may include metrics like feature release velocity, user satisfaction score, net promoter score, or active user growth.

Remember, OKRs set the direction and alignment with other goals, while KPIs track progress and indicate success.

5. What is the difference between product goal and OKR?

Product goals: General aspirations or desired outcomes for your product, often qualitative and long-term.

OKRs: Specific, measurable framework to achieve product goals. They break down goals into Objectives (what you want to achieve) and Key Results (how you measure success).