u003cbr/u003eu003cspan class=u0022has-inline-color has-vivid-cyan-blue-coloru0022u003eu003cstrongu003eu003cemu003eu003cstrongu003eu003ca href=u0022https://in.linkedin.com/in/kennethpaullewisu0022 target=u0022_blanku0022 rel=u0022noreferrer noopeneru0022u003eu003cemu003eKenneth Lewisu003c/emu003e:u003c/au003eu003c/strongu003eu003c/emu003eu003c/strongu003eu003c/spanu003e Here’s an answer to this question through some u003ca href=u0022https://okrinternational.com/okr-examples/u0022 target=u0022_blanku0022 rel=u0022noreferrer noopeneru0022u003eexamplesu003c/au003e:u003cbr/u003eu003cbr/u003eYou have set upon yourself to launch an application that you expect will be a killer application. You are only at the design stage now and have decided to use a design thinking approach to reach an MVP. Thereafter you plan to have multiple soft launches till you land the killer application.u003cbr/u003e u003cbr/u003eIn this case, the first thing, we will do is add this KR to a long term (usually annual) OKR.u003cbr/u003e u003cbr/u003eu003cstrongu003eAnnual O: To successfully launch killer application Xu003c/strongu003eu003cbr/u003eKR 1: To get 100000 active users in 90 days of launchu003cbr/u003eKR 2: To achieve a 4.5 app store ratingu003cbr/u003eKR 3: To be in the top 10 in IOS and Appstoreu003cbr/u003eKR 4: To get 20% upgraded to Pro versionu003cbr/u003eKR 5: To have a less than 0.001% error rate.u003cbr/u003e u003cbr/u003eNow we know that this application will not be ready within a quarter, or maybe even two. This is where every contributing team starts writing their OKRs for the quarter.u003cbr/u003e u003cbr/u003eProduct Team OKR for the 1u003csupu003estu003c/supu003e quarter (and progressive KRs over the following quarters)u003cbr/u003e u003cbr/u003eu003cstrongu003eQuarter O: To have a beta version quickly with maximum learnings (and 3 beta versions in the following quarters)u003c/strongu003eu003cbr/u003eKR: First MVP to get 1000 friendly users (progresses next quarter to Appstore- invite only users)u003cbr/u003eKR: To realise 10 major changes through first versionu003cbr/u003eKR: To have beta rating at 3.5 (progress to app store rating in following quarters)u003cbr/u003e u003cbr/u003eSimilarly, the other teams that is the Sales, Customer, Engineering, Design and other teams will have OKRs that reflect the ambition of the quarter to achieve the longer-term objective to launch the killer app.  This quarter-by-quarter approach of having lead metrics allows you to then innovate and be agile enough to change direction to help meet the longer term OKR. Its critical to keep all the stakeholders involved and call out challenges as quickly as possible. You may decide to change the KR targets for the long-term OKRs since you may have found something to increase the ambition through this iterative approach.u003cbr/u003e u003cbr/u003eAnother example is where instead of writing new OKRs quarter over quarter you have only one OKR that you update progress quarter after quarter.u003cbr/u003e u003cbr/u003eExample: You have set your sights on improving your organization’s culture. You believe that this is going to be long drawn effort, where there is no absolute finish… Culture will always be something to build!u003cbr/u003e u003cbr/u003eu003cstrongu003eQuarter: O: To make our organization’s culture, the most constructive one yetu003c/strongu003eu003cbr/u003eKR 1: To increase the employee satisfaction from 65 to 80 (the target changes quarter after quarter)u003cbr/u003eKR 2: To be ranked in the Top 10 of Great places to work (the quarter initiative is to submit the application)u003cbr/u003eKR 4:  To increase innovation index by a factor of 10 (the target changes quarter after quarter till it can be replaced by some other important metric)u003cbr/u003e u003cbr/u003eIn this case, some of the OKRs will roll over quarter after quarter till they cease to be a top organizational priority. Some KRs may change over these quarters and new KRs can be introduced as well. Say for example, you find out that employee’s wellbeing is taking a beating which is negatively impacting work culture. You may hence have a new KR to measure wellbeing. If you cannot measure it right away, its ok to start with an output measure or a milestone measure. e.g. Run a dipstick to understand Wellbeing of Employees. And once you have done that to replace that to a progressive measurable KR, e.g. To increase pulse wellbeing scores for 2.2 to 4.2u003cbr/u003e u003cbr/u003eHence to Edna’s question, the best practice for long-term OKR is depending on the stage of the OKR’s initiatives, the measurability of outcomes and the time taken to see impact.u003cbr/u003e u003cbr/u003eu003cbr/u003e