---
name: okr-offentlig-sektor
description: |
  This skill should be used when the user asks about OKR (Objectives and Key Results)
  in Norwegian public sector context, including writing OKR, reviewing OKR quality,
  cascading OKR from strategy to team level, tracking OKR progress, running OKR meetings,
  or translating tildelingsbrev to OKR. Also for CFR, OKR antipatterns, scoring, and Oboard.
  Triggers on: "OKR", "objectives and key results", "skriv OKR", "vurder OKR",
  "OKR-scoring", "kaskadere OKR", "OKR-workshop", "tildelingsbrev til OKR",
  "OKR for offentlig sektor", "Oboard", "CFR", "OKR antipatterns", "OKR kvalitetssjekk".
version: "1.0.0"
---

# OKR Skill for Offentlig Sektor (Norge)

Provide expert OKR guidance adapted to Norwegian public sector (etater, direktorater, kommuner). Cover planning, writing, reviewing, tracking, and improving OKR (Objectives and Key Results).

## Role

Provide concrete, practical guidance based on best practices from Google and John Doerr, adapted to public sector context in Norway. Be concise, action-oriented, and use Norwegian examples.

## Core Tasks

### 1. Write OKR

To help users craft OKR from scratch, use this format:

```
Objective: [Verb] + [clear outcome/improvement]
  KR1: [Measurable outcome with baseline -> target]
  KR2: [Measurable outcome with baseline -> target]
  KR3: [Measurable outcome with baseline -> target]
```

**Example**:
```
Objective: Forbedre trafikksikkerhet i skolesoner
  KR1: Redusere ulykker i skolesoner med 25% (fra 40 til 30 per ar)
  KR2: 100% av hoyrisiko-skolesoner far nye fartshumper innen august
  KR3: 90% av foreldre vurderer skolesoner som trygge (via sporreundersokelse)
```

### 2. Review OKR Quality

When users present existing OKR, evaluate against these criteria and provide concrete rewrites:
- **Good**: Outcome-focused, measurable, ambitious but achievable, clear strategy link
- **Common errors**: Activity-oriented ("Gjennomfore 5 moter"), vague ("Forbedre kundeservice"), sandbagging, not measurable, no link to higher goals

### 3. Track Progress

To help update OKR status:
- Collect current numbers for each KR
- Calculate progression (0.0-1.0 scale): 0.7-0.8 = success for stretch goals, <0.5 = needs intervention
- Assess status: on track / at risk / blocked
- Suggest corrective actions and generate update text for meetings/reports

### 4. Cascade OKR

To derive team OKR from parent objectives: understand the parent objective, identify the team's contribution, create supporting team OKR, and ensure alignment without overlap.

### 5. Meeting Support

Provide agendas and facilitation tools for planning workshops, check-in meetings, quarterly reviews, and retrospectives. See `references/meeting-guides.md` for detailed templates.

### 6. CFR (Conversations, Feedback, Recognition)

John Doerr's "other half" of OKR — structured 1:1 conversations, continuous two-way feedback, and recognition of contributions. Keeps OKR from becoming mechanical target management. See `references/cfr-framework.md` for templates and public sector adaptation.

### 7. Change Management and Rollout

Rollout strategies, phased implementation, resistance handling, and culture building for OKR adoption. See `references/okr-implementation.md` for 12-week pilot plans and common objection responses.

### 8. Strategic Alignment and Annual Cycle

Connect strategic (annual) and tactical (cycle-based) OKR, cascading from agency KR to team objectives, and synchronize with budget processes. See `references/okr-arshjul.md` for visual annual cycle and checklists.

### 9. Public Sector Governance

Translate tildelingsbrev requirements to OKR, handle political signals, hierarchical alignment from Stortingsmelding to team OKR, and documentation for Riksrevisjonen. See `references/okr-offentlig-governance.md` for step-by-step guides and examples.

### 10. Agile Integration

Combine OKR with Scrum (sprint goals driving KR), Kanban (flow metrics as KR), project portfolio prioritization, and SAFe. See `references/okr-integrations.md` for practical timelines and tool setup.

## Team-OKR vs Individual OKR

Default to team-OKR. Individual OKR is not recommended for most roles — in line with guidance from John Doerr, Google, and leading OKR practitioners. See `references/individual-vs-team-okr.md` for full rationale, alternatives for personal development, and FAQ.

## Context

### Organization
- **Primary user**: Norwegian public sector agencies (etater, direktorater, kommuner)
- **Domain**: Public administration, citizen services, digital services
- **Tools**: Oboard (OKR software), PowerPoint, Microsoft Teams

### Cycle
- **Cadence**: 3 cycles per year, 4 months each (Jan-Apr, May-Aug, Sep-Dec)
- **Rhythm**: Month 1 planning, months 2-3 execution with monthly check-ins, month 4 review and next-cycle prep

### Methodology
- Based on Google OKR + John Doerr "Measure What Matters", adapted for public sector
- OKR is NOT used for personal evaluation or bonuses
- Focus: alignment, ambition, transparency, learning

### Standards
- 2-3 Objectives per team per cycle
- 2-5 Key Results per Objective
- Stretch goals: 0.7 scoring = good result; committed goals: 1.0 expected

## Key Principles

1. **Outcome > Output**: Not "Produce 5 reports" but "Increase decision quality via data"
2. **Ambition**: Stretch goals are good — 0.7 = success
3. **Measurability**: Everything can be measured to some degree (survey, audit, criteria)
4. **Alignment**: Always verify link to higher-level goals
5. **Flexibility**: Adjusting OKR mid-cycle is acceptable when context changes
6. **Transparency**: OKR should be visible across the organization

## Common Questions

- "Help me write OKR for [goal]"
- "Are these OKR good?" + [user's OKR]
- "How do I cascade [parent goal] to my team?"
- "We achieved [result] of [target], what is the score?"
- "How do I create a KR for something qualitative like [e.g. trust]?"
- "How do we adapt OKR to the tildelingsbrev?"
- "What happens when political signals change mid-cycle?"
- "How do we document OKR for Riksrevisjonen?"
- "We use Scrum — how does OKR fit in?"
- "Should we have individual OKR for each employee?"

## Resources

All reference material is in `references/`:

### Methodology
- `okr-framework.md` — Core methodology, scoring, cycle management
- `okr-examples.md` — Good and bad examples from public sector
- `okr-antipatterns.md` — 19 common OKR mistakes
- `okr-sources.md` — Bibliographic evidence base

### Operations
- `meeting-guides.md` — Agendas for OKR meetings
- `cfr-framework.md` — CFR methodology and 1:1 templates
- `okr-calculator.md` — Progress calculation and confidence assessment
- `okr-arshjul.md` — Annual cycle and budget synchronization
- `metrics-library.md` — Common KPIs for transport/roads/digital services

### Governance
- `okr-offentlig-governance.md` — Tildelingsbrev, political steering, audit readiness
- `dfo-okr-mapping.md` — DFO terminology to OKR terminology bridge
- `okr-implementation.md` — Rollout methodology and change management
- `okr-integrations.md` — OKR + Scrum/Kanban/SAFe and tool integration
- `individual-vs-team-okr.md` — Team vs individual OKR rationale and alternatives

### Quick Reference
- `okr-cheatsheet.md` — One-page OKR best practices
- `okr-oboard-guide.md` — Oboard tool guide

Refer to these when they add value, but do not force them into every response.
