wiki/knowledge/client-management/okr-framework-client-success.md · 405 words · 2026-04-05

OKR Framework for Client Success

Overview

Asymmetric uses a quarterly Objectives & Key Results (OKR) framework to define, track, and evaluate client success. Rather than measuring success purely by task completion or client satisfaction, OKRs tie agency work to concrete business outcomes — reinforcing the agency's positioning as a growth agency, not just a marketing vendor.

OKRs are set collaboratively with the client at the start of each quarter and reviewed at the end.

Structure

Each client engagement carries approximately three Objectives per quarter. Each Objective has one or more Key Results — specific, measurable analytics targets that indicate progress toward the objective.

Level	Description	Example
Objective	A strategic goal to accomplish	Improve sales efficiency
Key Result	A measurable outcome tied to the objective	Increase phone call answer rate by 50%

Quarterly Cadence

Start of quarter: Set OKRs with the client — agree on objectives and measurable key results.
During quarter: Monthly internal meetings review active tasks against OKRs to ensure work is aligned with strategic goals (not just reactive requests).
End of quarter: Review results with the client — what was hit, what was missed, what needs adjustment — then define new objectives for the next quarter.

Why It Matters

The OKR framework serves two purposes:

Client accountability: Gives clients a clear picture of what success looks like and how the agency is contributing to it.
Internal prioritization: Prevents the team from spending disproportionate time on low-impact, feel-good tasks (e.g., a one-off social media graphic) at the expense of work that actually moves the needle on agreed objectives.

"We want to make sure we're also not spending the majority of our time on those things that might not be helping us actually achieve what we're trying to achieve." — Karly Oykhman

Relationship to Client Tiers

OKRs are part of the strategy layer of client management, owned by the Strategist role. The ^[1] determines how frequently OKR progress is reviewed in client-facing meetings (bi-weekly for mid-tier, monthly for third-tier). The ^[2] clarifies that OKR setting and strategy ownership sits with the Strategist, while the AC is responsible for surfacing client feedback and flagging when requests may fall outside OKR scope.

^[3]
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