Never let a signup go cold again.
Turn emails into revenue with Brew. No credit card, free credits to try.
Turn emails into revenue with Brew. No credit card, free credits to try.
perdoo.com · newsletter
Explore this email design and adapt it to your own brand. Review the copy, links, and offer before sending.
Henrik van der Pol
CEO at Perdoo
If you were forwarded this newsletter and you'd like to receive it in the future, subscribe here.
The 5 stages of OKR maturity (and where most companies get stuck)
Key Takeaway: OKR maturity moves through 5 stages: Exploring, Piloting, Mastering, Embedding, and Strategizing. Most companies never make it past Piloting, where they try OKRs but never become the boss of the framework. To move up, stop asking "did we update our OKRs this week?" and start asking "what did our last cycle teach us about how we run the company?" Do that at your next leadership meeting and the rest of the journey gets clearer fast.
Most companies that say they "use OKRs" are doing one specific thing: they're tracking goals. They set Objectives at the start of the quarter, attach some Key Results, update progress every week or two, and call it OKR. From the outside, it looks like the framework is in place.
But goal tracking and strategy execution are not the same thing. They're not even close. Goal tracking is the first stop on the OKR journey, not the destination. And in my experience, most companies don't realize they've gotten stuck there until they've already spent a year or two wondering why the framework hasn't delivered the impact they expected.
This is the maturity problem with OKRs. Buying software, training your team, and running quarterly cycles doesn't actually mean you've adopted OKRs. It means you've started. What you do over the next 2 to 3 years determines whether OKRs become the operating system of how you run the company, or just another administrative layer your team quietly resents.
Here's how I'd map the journey, and how to know which stage you're actually in.
The 5 stages of OKR maturity
Different consultants and software vendors describe this in slightly different ways, but the underlying progression is consistent. Most maturity models share roughly the same arc, and here's how I'd map it based on what we see with hundreds of organizations.
Stage 1: Exploring
You've heard about OKRs from a podcast, a book, or another founder. Maybe one team has started experimenting on their own. There's no consistent methodology. No company-wide framework. Just interest and a sense that you should probably be doing something more structured than what you're doing now.
This stage is fine. It's where every company starts. The risk is staying here too long because nobody owns the rollout, or because leadership keeps debating whether OKRs are right for them without ever testing it.
Signal you've moved past this stage: A clear sponsor has committed to running an OKR pilot or rollout, and there's a defined start date.
Stage 2: Piloting
This is the make-or-break stage, and where most companies quietly stall.
In the Piloting stage, you have OKRs. People set them quarterly. Some teams update them weekly. There's probably a tool. There are reports. But OKRs are still essentially decoupled from how the company actually runs. The strategy gets set somewhere else. The roadmap gets set somewhere else. The day-to-day priorities get set somewhere else. OKRs sit alongside the real work, instead of shaping it.
The telltale sign of being stuck at Piloting: your leadership team can describe what OKRs you have, but couldn't say with confidence how the company would be different if you didn't have them. The framework is running you, not the other way around. People are doing what the OKR process tells them to do (set quarterly Objectives, update weekly, hold check-ins), but nobody is using the framework to make different choices than they would have made anyway.
Signal you've moved past this stage: Leaders start adjusting how OKRs work for their specific context. They drop practices that aren't serving them. They tailor the cadence, the format, and the rituals to what actually fits the company.
Stage 3: Mastering
This is where OKRs start doing real work, and where a lot of companies never arrive.
Mastering is what happens when you stop following the OKR playbook and start being the boss of it. You've learned the ins and outs of the framework well enough to know which parts matter and which don't. You've tailored the methodology to fit your company, your culture, and your stage. You write better Objectives because you've written many bad ones. You set Key Results that actually move the business because you've set Key Results that didn't. You've earned the right to make the framework your own.
This is the stage where companies start seeing the actual ROI of OKRs. Decisions get made faster, because everyone is working from the same priorities. Cross-team friction drops, because dependencies become visible. Performance conversations get sharper, because there's a shared standard for what "done" means.
The difference between Piloting and Mastering is the difference between a team that says "this is how OKRs are supposed to work" and a team that says "this is how OKRs work for us." Both have OKRs. Only one is actually getting value from them.
Signal you've moved past this stage: OKRs are no longer "set and then run" each quarter. They're being created, reviewed, adjusted, and used as inputs to operational decisions throughout the cycle.
Stage 4: Embedding
In the Embedding stage, OKRs stop being a separate process and become part of how the company operates day to day. The 1-on-1s naturally cover Key Result progress. The team meetings naturally orient around what needs to move. The performance reviews naturally incorporate outcomes, not just activity. The annual planning naturally builds on what last year's OKRs taught the company.
This is also when KPIs and OKRs start working together properly. KPIs handle the maintenance side — the metrics that need to stay healthy day to day. OKRs handle the change side — the metrics that need to move because the company has decided they matter most this cycle. The 2 systems reinforce each other instead of competing for attention.
What changes most at this stage is that OKRs become invisible. They stop feeling like a process anyone is "doing." They feel like just how things work.
Signal you've moved past this stage: Leadership starts asking strategic questions through the lens of OKRs. "What would our OKRs need to look like in 2 quarters if we want to enter that market?" replaces "what features should we ship?"
Stage 5: Strategizing
At the Strategizing stage, OKRs become the engine of how the company sets and executes strategy. Not a downstream artifact of strategy, but the system through which strategy actually happens.
This is the stage where the framework most lives up to the promise. Strategy gets made faster, because the company has a clear system for testing whether priorities are working. Pivots become easier, because the team has muscle memory for reframing OKRs when conditions change. Investments in AI, new markets, or new product lines get measured cleanly, because the company has a habit of attaching outcomes to ambition.
Very few companies actually reach this stage. The ones that do tend to be the ones that win their categories over the long term, because they've turned execution itself into a competitive advantage.
Signal you've arrived: External observers describe you as a "well-run company" without being able to articulate why. The reason is usually that the OKR-driven operating rhythm is invisible from the outside, but it's the thing producing the visible results.
Why most companies get stuck at Piloting
In my experience, the Piloting-to-Mastering jump is by far the hardest. It's where 80% of companies plateau, and where most OKR programs quietly die.
There are a few reasons for this:
Piloting feels like progress. The reports get generated. The dashboards look healthy. Leadership sees activity, mistakes it for impact, and stops pushing for more.
The framework is being treated as the goal. Companies confuse "we have OKRs" with "we're executing well." These are different things.
There's no forcing function to evolve. Once Piloting is working in a basic way, there's no obvious next step. Without leadership specifically driving the evolution, the system stays where it is.
Companies don't tailor the framework. They keep following the textbook version of OKRs even when parts of it clearly aren't working for them. To master OKRs, you have to be willing to adapt them.
The right tools aren't in place. Spreadsheets and standalone OKR apps can support the Piloting stage. They start to break down at Mastering and almost completely fail at Embedding, where you need OKRs, KPIs, strategy, meetings, and progress reporting all working together in one system.
The first 4 are organizational and require leadership behavior to fix. The last one is structural, and it's where a dedicated platform makes a real difference.
What it takes to move up a stage
The transition between stages isn't automatic, and it doesn't happen with one big training session. It happens with deliberate leadership investment in the practices that compound over time.
To move from Exploring to Piloting, you need an executive sponsor and a clear pilot.
To move from Piloting to Mastering, you need to stop being a passive user of the framework and start being its owner. Learn the ins and outs deeply, then make deliberate choices about which parts to keep, which to adapt, and which to drop. The companies that make this jump treat OKRs as something to wrestle with, not something to follow.
To move from Mastering to Embedding, you need to consolidate. If your strategy, OKRs, KPIs, and meetings live in separate places, the friction will quietly pull you back to lower stages. Bringing everything into one system is what unlocks the day-to-day rhythm that defines Embedding.
To move from Embedding to Strategizing, you need leadership to actively use OKRs as the input to strategic decisions, not just the output of them. This is the most cultural shift of all, and it usually takes 2 to 3 years to fully take hold.
Start with one question
Here's the concrete move you can make this week, no matter what stage you're currently in.
At your next leadership meeting, ask one question: "What did our last OKR cycle teach us about how we run the company?"
Not "did we hit our Key Results." Not "what should next quarter's Objectives be." Something different. Something that forces the leadership team to treat OKRs as a learning system, not just a goal-tracking system.
The answers you get will tell you everything you need to know about which stage you're in. If the room goes quiet, you're at Piloting. If you get reports on what was hit and missed, you're between Piloting and Mastering. If you get insights about strategy itself, about what the cycle revealed about your assumptions, about what you'd change in how the company operates, you're closer to Embedding than you realized.
Either way, the question is what starts moving you up.
You are receiving this email because you subscribed to Perdoo's newsletter.
Unsubscribe
intercom
