OKRs
Objectives and Key Results (OKRs) is a goal-setting framework, originated at Intel under Andy Grove and popularised at Google by John Doerr, that pairs qualitative Objectives (where you want to go) with measurable Key Results (how you'll know you got there). The canonical structure: one Objective with 3-5 Key Results, set quarterly or annually, with score targets around 0.6-0.7 considered healthy (1.0 implies you weren't ambitious enough).
OKRs succeed when used as a focus and alignment tool — 'these are the three things we'll work on this quarter; everything else waits' — and fail when used as a performance-review tool. The fail mode is predictable: tying compensation to OKR attainment incentivises sandbagging; everyone hits 1.0, nothing is ambitious. Healthy practices: separate OKRs from performance evaluation; cap each team at 1-3 objectives; key results must be outcomes (not activities); review weekly. Modern critiques (Christina Wodtke's Radical Focus, Marty Cagan's product-leadership writing) all converge on the same point: OKRs are a focus tool, not a metrics tool.