Example data. Fieldnote is a fictional company used to fill all 61 boards, so the examples tell one consistent story.
Scale-up Fieldnote, Q3 OKRs for the company and its 2 squads. Élise, Karim, Tom, Nadia, Julien.
What the team took away
Objective 3 exists because of the March photo incident; Tom insisted reliability gets a KR or it silently loses to features.
How to run it
Preparation
The lead of each team plus the person who owns company objectives. Eight to twelve people; beyond that, split by department.
Send the company-level objectives for the quarter one week before. Team OKRs without company OKRs are just to-do lists with scores.
Ask each lead to bring a draft of their team's OKRs, with last quarter's results. Paste the drafts on the board before the session.
Prepare the grid: one row per objective, columns for KRs and initiatives. Keep a separate 'initiatives that arrived as objectives' parking lot.
Agenda
15 min
Last quarter in 10 minutes Each lead states their score and the one thing they learned. No justification, one sentence each. The pattern across teams is the input for this quarter.
40 min
Objectives Per team, 1 to 3 objectives that answer 'what changes for the customer or the business if we succeed?'. Each must link to a company objective. Objectives that are projects go to the parking lot.
60 min
Key results Two to four KRs per objective, each a number with a current value and a target. Test each: if all KRs hit, is the objective clearly achieved? If yes, done. If not, a KR is missing.
10 min
Break Off the board.
35 min
Cross-team check Read every team's KRs aloud. Flag any KR that depends on another team's work. Both leads agree on it or one of them drops it. Flag KRs that contradict each other.
20 min
Confidence and cadence Each KR gets a confidence score out of 10. Anything at 9 or 10 is a sandbag; anything at 3 is a wish. Fix the weekly check-in slot before leaving.
Pitfalls
KRs that are tasks ('ship the new checkout'). Ask 'what number moves when it ships?' and write that instead.
Twelve KRs for one team means no focus. Cap at 3 objectives and 4 KRs each, and expect people to hit 70 percent.
Skipping the cross-team check leaves two teams with KRs that need the same engineers. This step is where the workshop pays for itself.
Afterwards
The OKR grid goes into the shared tracker with a weekly confidence update. KRs are the input for Now / Next / Later and RICE scoring; the mid-quarter review and the retro at the end close the loop.