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Is there a free plan?

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What AI models does Scriptonia use?

Scriptonia Pro and Team plans give access to multiple frontier AI models including Claude Sonnet (Anthropic), Gemini 2.5 Flash (Google), Grok 4 (xAI), DeepSeek R1, and Kimi K2. The free plan uses Grok 4 Fast.

Who is Scriptonia for?

Scriptonia is built for product managers, founders, engineering leads, and startup teams who need to move from idea to specification quickly. It removes the hours of manual writing that traditionally goes into a PRD.

A PRD (Product Requirements Document) is a specification that describes the purpose, features, functionality, and behavior of a product to be built. Scriptonia automatically generates structured PRDs from plain-language product ideas.

EXECUTION

Product OKRs: how to write them, avoid the traps, and measure what actually matters

Most product OKRs fail because they measure activity (features shipped) instead of outcomes (user behavior changed). Here's the OKR format that creates accountability for the right things.

Jun 9, 2026Updated: Jun 9, 20266 min readBy Scriptonia

OKRs (Objectives and Key Results) fail for product teams when Key Results measure output rather than outcome. "Ship 3 new features" is an output. "Increase activation rate from 34% to 55%" is an outcome. The difference is whether your OKR creates accountability for user behavior change — or just for work completed.

"The OKR test I use: if the team hits 100% of their Key Results and users aren't better off, the OKRs were wrong. Results should describe a measurable change in the world, not a list of things that got done."
— Patrick O., Director of Product at a growth-stage company

The OKR structure for product teams

Objective: A qualitative, inspiring statement of where you're going. Not a metric — a direction. Example: "Make new users successful in their first week."

Key Results (3–5): Measurable outcomes that would prove you achieved the objective. Format: Metric + From + To + By When. Example: "Increase 7-day activation rate from 31% to 55% by end of Q2."

Good vs. bad OKR examples

Bad OKR (output)	Good OKR (outcome)
Ship onboarding redesign	Reduce time-to-first-value from 8 days to 2 days
Launch 3 new integrations	Increase integration adoption from 12% to 35% of MAU
Improve PRD template	Reduce average PRD writing time from 3.2 hrs to under 1 hr
Fix top 10 support tickets	Reduce support tickets about [feature] by 60%
Complete API documentation	Increase developer time-to-first-call from 2 hrs to under 30 min

How many OKRs should a product team have?

1–2 Objectives per team per quarter, with 3–5 Key Results per Objective. More than 2 Objectives usually means the team is under-resourced for their goals or lacks focus. If you can't keep 5 Key Results in your head, you have too many.

The OKR review cadence that makes them useful

Weekly: 5-minute confidence update (% likelihood of hitting each KR). Monthly: full KR review — what moved, what didn't, why? Quarterly: retrospective + new OKR setting. Skip the weekly update and OKRs become quarterly performance reviews rather than operating tools.

1–2

Objectives per team per quarter (max)

3–5

Key Results per Objective

70%

Target hit rate for ambitious OKRs (100% = too easy)

Frequently asked questions

What are OKRs in product management?

OKRs (Objectives and Key Results) are a goal-setting framework where each Objective (a qualitative direction) is paired with 3–5 Key Results (measurable outcomes that prove the objective was achieved). For product teams, OKRs work best when Key Results measure user behavior changes (activation rate, retention, time-to-value) rather than activity (features shipped, tasks completed).

How do you write product OKRs?

Objective: a qualitative, inspiring direction statement. Key Results: 3–5 measurable outcomes in the format 'Metric from [baseline] to [target] by [date].' The test: if the team completes 100% of Key Results but users aren't measurably better off, the OKRs were wrong. Every Key Result should describe a change in the world, not a change in the team's activity.

What's the difference between KPIs and OKRs?

KPIs (Key Performance Indicators) are ongoing health metrics that you always track — churn rate, NPS, DAU. OKRs are temporary improvement goals tied to a quarter — they describe where you want the KPIs to move. The relationship: KPIs tell you the current state; OKRs define the target state for this quarter.

How should OKRs be graded or scored?

Google's original framework: 0.7 (70%) is a 'good' OKR hit rate. 1.0 (100%) means the OKR was too easy. 0.0 means complete failure. Most product teams use a simpler system: Red (below 50% progress), Yellow (50–80%), Green (80%+). Grade at end of quarter; use the gaps to inform next quarter's OKR setting.

Should OKRs be tied to PM performance reviews?

With caution. OKRs tied directly to performance review compensation create conservative goal-setting — PMs set easy targets to ensure green status. The best approach: use OKRs for team direction and operational focus; use separate qualitative performance criteria for review. If OKRs must be used in reviews, set the expectation that 70% hit rate is excellent.

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