Product Manager OKR Examples

Product Management is one of the most obvious positions to use OKRs. On this page, we’ll deep dive into various examples of how those OKRs might look and give you the inspiration to create your own.

OKR Examples for Product Manager

  • Objective: Improve feature release procedures

    Key results:

    1. Reach state where 100% of all releases are described in pre-release post prior to release
    2. Ensure 100% of relevant co-workers are aware of new releases
    How to achieve this
  • Objective: Improve usage of internal design system

    Key results:

    1. 90% of new frontend development is supported by design system
    How to achieve this
  • Objective: Improve user research procedures

    Key results:

    1. Increase user interview cadence to reach 5 monthly interviews
    How to achieve this
  • Objective: Align organization around product roadmap

    Key results:

    1. Achieve ability to link 100% of all future projects to product roadmap
    2. Ensure 100% of co-workers can identify if their product wishes aligns with product roadmap
    How to achieve this
  • Objective: Improve the value that users are getting from Facebook Live

    Key results:

    1. Increase avg. time spent watching Facebook Live from 80 seconds to 160 seconds
    How to achieve this
  • Objective: Make our user onboarding a delightful experience

    Key results:

    1. Improve onboarding conversion rate from 20% to 40%
    How to achieve this

What is a great Product Manager OKR Example?

  • Objective: Make our user onboarding a delightful experience

  • Key result: Improve onboarding conversion rate from 20% to 40%

Above you’ll find various examples of OKRs for Product Managers. Each of them dives into an area that a Product Manager might be responsible for or partly influencing.

Because Product Managers work in cross-functional teams, their OKRs are rarely about work they do themselves, but more about work that their team achieves and outcomes they create.

What does a Product Manager do?

A product manager is the manager (or sometimes referred to as the mini-CEO) of the product. The PM's responsibility can vary across specific roles and companies, but most often the core job of a PM is to make the company product a success. This takes many shapes, so it’s easier to describe with an example.

A Facebook Product Manager’s OKR could look like this:

  • Objective: Improve the value that users are getting from Facebook Live

  • Key Result: Increase avg. time spent watching Facebook Live from 80 seconds to 16 seconds

Achieving this OKR is far from easy and requires way more work than just “making sure users do”. A PM should work with a designer, maybe even a user researcher, and definitely a team of engineers.

Together, they should iterate on various solutions that could drive this metric up. And because Facebook has such a large user base, they can deploy experiments to small cohorts of users and observe how their behavior changes over time.

Why Product Managers should work with OKRs

Very often, well-known and seasoned Senior (or Managing) Product Managers underline what a PM should and shouldn’t focus on. The conclusion is always that PMs should deliver value to the user, and focus on just that, instead of things like building new features. It’s often about growth of some form (which we have more OKR examples for)

Users getting value can often be measured one way or the other. Various KPIs will indicate if a user is continuously getting value from a product, or if it’s declining over time. Since OKRs work very well with very data-driven roles and departments, this fits product management perfectly, which should be noticeable in the way that the OKR examples are listed at the top of this page.

What elements are important for OKRs for Product Management?

Every OKR in Product Management should focus on being the following:

  • Specific

  • Measurable

  • Achievable

  • Results-oriented

  • Time-bound

OKR Criteria: Specific

Your OKR should be specific enough so that when other people within the organization, that aren’t necessarily on your team, know what you’re working on. No one ever got punished for having an OKR that was a bit too long. Instead, writing fuzzy or unclear OKRs is a definite no-go.

OKR Criteria: Measurable

Because OKRs are usually working with specific metrics, it’s a lot easier to check the box that the OKR is measurable. We measure things that are relevant to the progress of the products that the PM is working with.

OKR Criteria: Achievable

It’s important to have achievable OKRs. They should always be ambitious, but nothing is more demotivating than unachievable goals. A rule of thumb is that the chance of achieving a Key Result should be around 50% from the start. If you reach 70% and above, it’s considered a success.

OKR Criteria: Results-oriented

Being focused on results is a very important aspect of OKR. It’s so important, that we’ve dedicated an entire section to describing why you should focus on outcomes over outputs below.

OKR Criteria: Time-bound

A key part of defining a goal is also defining when you’re expecting it to be met. For OKR, your goals are usually divided into different cycles and your goals should of course be reached within the end of the cycle.

Created by OKR Framework © 2022