My week
Everyone opens on their own week: the goals they champion, most overdue first, each with one action.
Product tour
One quarter, from the first draft to the honest close.
Most OKR software starts and ends with a form. OKRGoal starts before the first draft and does not stop until the next quarter is already half planned. Here is a quarter, in the order it happens.
Stage 1. Plan
Start from evidence, not opinion.
A cycle opens with a guided path: name a sponsor and a facilitator, and gather the input pack. Score last quarter. Read the KPI baselines. Rank the strategic issues. In the annual cycle, choose three to five priorities, each with what will be measurably different in twelve months, then write the not-doing list, which most organisations skip and OKRGoal keeps asking for. Each quarter checks that the annual frame still holds.
| The product does | You do |
|---|---|
| Knows which phase you are in, what is missing and how many weeks remain before the publication date | Decide what matters this quarter |
| Feeds in last cycle's scores, learnings and carry-forward items | Decide what to stop |
| Shows the missing input pack items beside every draft form | Bring the evidence |
By default the phases guide and never lock anybody out. A workspace that runs a formal planning process can make them binding. One that only wants to track OKRs can hide them.
Phase 3Set direction
6 weeks to publication
Sponsor and facilitatorBoth namedDone
Input pack5 of 7 items gathered2 missing
Last quarter scoredDone
Strategic issues rankedBy impactIn progress
Not-doing listEmpty
OKR Coach
quality.no_not_doingNo not-doing list: Annual cycle 2027
The not-doing list is empty. A plan that drops nothing is a wish list, and naming what you will not do is what makes the rest fit.
Stage 2. Draft
Write it once. Write it well.
Every objective and key result is checked as you type, against eighteen of the twenty-six quality checks. The other eight check the planning cycle. Each check gives a verdict, a coaching prompt and the reason it matters. The commonest mistakes also show a weak and a strong version side by side. Your set carries a strength score that moves with every keystroke.
| The product does | You do |
|---|---|
| Flags the deliverable dressed as an objective, the activity dressed as a key result, the target with no baseline, the confidence that is too high to be a stretch | Decide what to change |
| With an AI provider on: rewrites a failing line to pass the rule it broke, and suggests metrics, targets and the parent it aligns to | Accept, edit or dismiss |
"Every verdict opens into the rule itself. Coaching is arguable by design."
Objective
Launch the new mobile app
OBJ-1Your objective starts with a deliverable. If we do it and nothing changes, did we succeed?
KR 1
Hold 12 customer interviews
KR-5This measures activity volume. Ask why: more calls, to what end?
KR 2
Weekly active users to 5,000
KR-2A target but no baseline. Without the from, you cannot prove movement.
Strength
41
Stage 3. Commit
Align by contribution. Publish through the gates.
Map how each goal contributes to the one above it. Register the dependencies between teams, and confirm them with the team you depend on. Check capacity against the initiatives you actually planned, and record what you cut. Then publish through six gates.
| Gate | What it checks | Default |
|---|---|---|
| 1 | Every objective has a title and a named champion, and a reviewer where reviewers are required | Block |
| 2 | Every objective has a key result, and every key result passes the checks set to block | Block |
| 3 | Every objective states what it contributes to, or why it stands alone | Warn |
| 4 | Every dependency is confirmed, escalated, or logged with a named risk owner | Warn |
| 5 | No committed OKR is left marked as exceeding capacity | Warn |
| 6 | A publication date is set | Off |
Each gate can block, warn or be off, and an admin can override a blocking gate with a recorded reason. A plan where nothing was cut is a plan that has not been made.
86
Alignment health
Watch
One gap named
Cut time to first valueContributes to: New customers reach value in their first weekAligned
Dependency on the Platform teamConfirmed by the team you depend onConfirmed
Capacity checked14 initiatives planned, 3 cutRecorded
AL-1Grow enterprise pipeline: Which priority does this move forward? Align it to one, or say why it stands alone.
Publish gates
1
2
3
4
5
6 off
Publish
Stage 4. Run the rhythm
Fifteen to thirty minutes a week, run by the product.
The weekly check-in session has four steps. A confidence round, private and revealed together so nobody anchors on the loudest person. A short discussion of what dropped, with a next action for every low score. Commitments and wins. A digest, assembled for you, which the coordinator posts to the team channel. Then the streak ticks up.
Between sessions, the To do list, under Updates, tells each person what they owe, overdue first. The OKR Champion reminds, then escalates, always visibly. Every blocker has an owner and is due by the next check-in.
| The product does | You do |
|---|---|
| Reminds, escalates, announces the session, assembles the digest, keeps the streak | Say honestly how confident you are |
| With AI on, drafts an overdue check-in from where each key result stands | Name what is blocking you |
| Marks a goal outdated when nobody checked in, whatever it last claimed | Decide the next move |
Confidence round, revealed together
Ten referenceable customersConfidence down from 7 to 4. Next action: Daniel, due at the next check-inDropped
2 blockers, both with owners5 commitments3 winsStreak: 7 weeks
Check-in: Cut time to first valueDue last MondayOverdue
Check-in: New enterprise pipelineDue tomorrowThis week
Acknowledge 3 check-ins from your teamOne by one, or all at onceOwed
Blocker: legal review on the new contract templateNext action due by your next check-inBlocker
A change proposed by the OKR CoachThe Coach proposes. You approve.Review
Stage 5. Watch the numbers
When a KPI drops, the fix is already drafted.
KPIs describe the health of the business. OKRs describe what you are changing about it. OKRGoal holds both, in one tree. Build KPI driver trees down to the leading indicators a team can move this week. Give each KPI a health band. When one turns unhealthy, choose a response: fix it as day-to-day work, add a key result to an existing objective, or launch a recovery OKR the Champion has already drafted from the leading drivers that are short.
Operating margin9.1%, target 15%Unhealthy
Revenue per accountHealthy
Support cost per accountUnhealthy
Tickets per accountLeadingWatch
Self-serve answer rateLeadingUnhealthy
Choose a response
Fix it now
Add a key result
Launch a recovery OKR
Drafted
Stage 6. Close and learn
Ninety minutes. Honest scores. A real diagnosis.
The quarterly review runs in four acts and eleven timed stages, about two weeks before the cycle ends. Open the room before the numbers. Score every key result against evidence, with the objective score hidden until the team reveals it together. Hear the story behind each number. Then the retro, the root causes, and an anonymous check on the process itself.
Then the diagnostic, which is the most useful thing the session produces:
| What happened | What it means |
|---|---|
| You hit the results | The question is not effort. It is whether the ambition was high enough to be worth the quarter |
| You missed, and the rhythm was strong | A strategy or quality problem. Fix the key results, not the people |
| You missed, and the rhythm was weak | A rhythm problem. Restore the weekly check-in before you rewrite a single objective |
Every objective is closed deliberately: achieved, keep, modify, defer or abandon, with a reason. Nothing carries over silently. An unfinished aspirational objective is proposed as keep, and a person decides. Scores, learnings and the weakest part of how you ran the quarter feed the next cycle's planning automatically.
Open
Review
Retro
Reset
Stage 4 of 11
Median setup from 9 days to 3Scored against evidence0.7
Qualified pipeline from 1.1m to 2.0mEscalated in week five, recovered0.6
Ten referenceable customers0.5
Objective scoreHidden until the team reveals it
0.6
The screens you live in
Six places, and you will use three of them every week.
Updates
To do is what you owe right now. Check-ins due, acknowledgements owed, blockers you own, commitments due, sessions to run and agent proposals waiting for you. Overdue first. Activity is what happened.
The Work Map
One company-wide tree of goals, key results, initiatives and KPIs, with health, progress, confidence, owner and next step at every level, live. It is the Map tab of Goals, and administrators, coordinators and managers also see it on Home.
Spaces
Team homes, each with its own goals, sessions, documents and members.
The work
Initiatives that move a key result, a board where every card can link to one, and documents with version history. Enough to answer "what is moving this key result?". Not a project-management suite.
The copilot
A side panel that answers questions about your workspace, with citations, and proposes actions for you to confirm. Only shown when an AI provider is connected.
Feels like a modern tool
⌘K for everything
Inline editing with undo
Live updates
Dark mode
Keyboard first
English and Bahasa Melayu
Designed to WCAG 2.1 AA. Every screen is scanned for accessibility problems automatically on every change, and the main flows are tested with the keyboard alone.
What it is not
Deliberately OKR-shaped.
We would rather do OKRs properly than ten things loosely. So OKRGoal does not have, and does not plan for its first version:
- Gantt charts and dependency scheduling
- Time and cost tracking
- Sprints, backlogs and story points
- Custom fields and custom workflows
- Native mobile apps. The web app works on a phone, and so do Slack, Teams, WhatsApp and Telegram.
If you need those, keep your project tool, and link its work to a key result.
See it with a year of data in it.
The live demo holds a year of OKRs at Northwind Labs, an invented company of 180 people, written up to today's date. Sign in as one of the twelve people who carry its story.