The products are similar to the implementation objectives and the results are similar to the outcome objectives. The results measure what you will do (the services provided, the processes developed and the results). The results measure the results of what you do. While each objective follows the S, M, A, R, T model, not all objectives may be obviously achievable.
You might want to explain why you think you'll achieve 20% higher plant growth here or in another section. Perhaps you researched more efficient ways to grow strawberries. Alternatively, maybe a neighbor is using best practices and has been following up on their objectives, so it's reasonable to expect that the results can be doubled. This information helps the reviewer to know that the objective is ambitious but reasonably achievable.
Results are the measurable results you expect to see once you've finished your products. Results aren't about doing, but about delivering real and valuable business results. If the marketing plan is our product, the desired result could be that the new marketing plan increases incoming leads from 4000 to 5500 per quarter. Therefore, the objective of the results is to produce real, valuable and tangible results, while the products are intended to achieve higher-level objectives.
Establishing a new marketing plan (result) does not automatically mean that it will be good and that it will attract a lot of new customers (result). The result is what we actually deliver. If you summarized everything, a goal should lead to one of these results; otherwise, you'll have to ask yourself why you're doing it. Only when each key outcome is framed in a way that truly represents the relevant results can you truly measure whether you've been successful on the path to achieving your goal.
Understanding the difference between objectives, products and results takes time, but when understood, it's a powerful way to understand what's behind a particular request or desire. Every quarter (or more frequently, depending on what best suits the team), a series of qualitative and inspirational goals (objectives) are established, each of which is linked to between three and five measurable metrics (key results) that can be used to monitor whether the objectives have been achieved. For example, a specific goal could be to improve customer service; the result is a searchable product database and the result is a decrease in calls to the call center. One of the main conclusions of the workshop was the difference between goals, objectives and results.
Objectives and Key Results (OKRs) are often considered a simple framework with just a couple of principles to follow and achieve business objectives. OKRs (short for Objectives und Key Results) are popular among companies that want to be more agile. When the objective defines the direction and focus, the key results help you understand what you're trying to achieve. Goals are important, but it's essential to have clear objectives to achieve results and allow employees to easily see their value to the company.
The results are measurably defined within the framework (in the form of an objective and several key results) and are achieved through the direct results of the activities or initiatives (products) that are also defined in advance. Objectives are a specific result that is intended to be achieved within a time frame and with available resources.