The OKR Hub

Most teams sense their OKRs could do more. This shows what more looks like.

Five levels of OKR maturity, from Ad Hoc to Adaptive, across nineteen components and six lenses. Read across to see what good looks like, read down to see what a level feels like, and find where you stand today.

Field guide (PDF)Free downloadSix lenses, nineteen components

What good looks like, level by level

We read strategy-execution maturity through six lenses: Design (how the OKRs are built), Implementation (how they are run), Measurement (the data and evidence), Experience (what it is like to use them), Operating Model (how the business is wired to deliver outcomes) and Value & Impact (what the system actually produces). Each component moves through the same five levels.

Find yourself on the map

Read down each component and pick the level that honestly describes you. You will rarely sit at one level across the board, and that is the point: the spread shows you where the value is.

Most organisations a few cycles in recognise themselves around Emerging. OKRs are giving people direction, which genuinely works, but you cannot yet see whether the work is moving the strategy, and reviews feel like status updates. The step up is rarely about rewriting the OKRs. It is about the operating rhythm and trusting the evidence.

A self-estimate is a useful start. For an evidenced picture across all nineteen components, the Clarity Diagnostic scores you against this model using interviews, a review of your OKRs and a baseline of what you measure today.

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Direction of change
L1Ad Hoc
L2Emerging
L3Established
L4Embedded
L5Adaptive
Design
Clarity
Ambiguous
Uneven
Clear & specific
Data-grounded
Strategy-traceable
Purpose
Ritual
Champions only
Understood
Double-loop
Strategy adapts
Structure
Improvised
Partial
Right-sized
Connected
Flexes
Implementation
Governance & events
Ad hoc
Partial rhythm
Full event set
In existing forums
Flexes with model
Tooling
Scattered
Untrusted hub
Single source
Visible & used
Connected & live
Discipline
Individual-led
Slips
Consistent
Holds itself
Self-correcting
Measurement
Data availability
Manual & painful
Slow & stale
Agreed sources
Current by default
Automated & live
Evidence trust & timeliness
Not trusted
Late & variable
Sourced & timely
Act mid-cycle
Early enough to steer
Measurement integrity
Sandbagged
Self-protective
Honest stretch
Red is safe
Self-policing
Experience
Adoption
Filed
Patchy
Used to manage
Self-sustaining
Teams evolve it
Perception
Compliance
Mixed
Useful
Valued
Core to how we work
Behaviour
Ignored
Occasional
Shapes decisions
A habit
How we run
Operating Model
Team topology
Project roles
Temporary teams
Product teams
Value-stream teams
Outcome teams
Funding
Project
Programme
Product
Outcome
Continuous & value
Planning & delivery
Annual & slow
Quarterly & rigid
Adjusting
Continuous
Living roadmap
Autonomy & governance
Command & control
Directed
Empowered
Self-managing
Self-governing
Value & Impact
Outcome realisation
No line of sight
Unclear
Some realised
Predictable
Reliable & explained
Organisational effect
No change
Occasional shift
Stops & starts work
Pet projects dropped
Business reshapes
Value loop
Move on
Odd retro
Captured
Feeds next cycle
Compounds
L1 Ad HocL2 EmergingL3 EstablishedL4 EmbeddedL5 Adaptive

OKR maturity, answered

What is the OKR maturity model?

It is a strategy-execution maturity model for organisations that run OKRs. The OKR Hub model uses five levels, from Ad Hoc to Adaptive, assessed across nineteen components grouped under six lenses: Design (how the OKRs are built), Implementation (how they are run), Measurement (the data and evidence), Experience (what it is like to use them), Operating Model (how the business is wired to deliver outcomes) and Value & Impact (what the system actually produces). It gives a shared, honest picture of where you stand rather than a single pass-or-fail score.

What are the five levels of OKR maturity?

Level 1 is Ad Hoc: it exists only where individuals force it, so you have little honest read on execution. Level 2 is Emerging: in place and used for direction, but not yet trusted or driving decisions. Level 3 is Established: defined and reliably done, though it still needs the programme or leaders to hold it in place. Level 4 is Embedded: the default way of working, owned by teams, holding without chasing. Level 5 is Adaptive: the system reconfigures and improves itself around outcomes and evidence.

How do I assess our OKR maturity?

Read across the model and pick the level that honestly describes you on each component. Most organisations a few cycles in sit around Emerging, using OKRs to give direction but not yet seeing whether the work is moving the strategy. For an evidenced score rather than a self-estimate, the OKR Hub Clarity Diagnostic assesses every component using confidential interviews, a review of your OKRs and a baseline of what you measure today.

Why does the model include the operating model, not just the OKRs?

Because you cannot out-OKR a project operating model. However well OKRs are written and run, the team structure, funding and decision rights around them set the ceiling on what they can achieve. The Operating Model and Value & Impact lenses are what make this a strategy-execution model rather than a check on whether your OKRs are tidy.

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