OKRs aren’t a competitor to Scaleflow — they’re a goal-setting framework, and they slot straight into it. If your organisation runs on Objectives and Key Results, you don’t have to choose: Scaleflow is how a team actually hits them, week to week.

How they map onto the Initiative Document

The translation is direct, and it lives in the Initiative DocumentInitiative DocumentThe PR/FAQ-shaped document where an initiative's context lives — customer, solution, plan, business case, and success metrics.:

• The initiative’s Objective is its reason to exist — make the title inspirational, the way a good OKR Objective is.
• Its Key Results are the Success Metrics in the Initiative Document.

In practice, teams often map their OKRs directly onto the Business Case of the Initiative Document — the OKR is the quantified case for the work: the objective it serves, and the measurable results that would prove it paid off. The Business Case and Measure Success sections are where an OKR stops being a line in a spreadsheet and gains its context — the customer, the problem, the plan, and the budget around the numbers. See Metrics & success criteria for how the metrics themselves are chosen.

What Scaleflow adds

OKRs say what to aim for and how you’ll know. They are quiet on how a team gets there. That is the gap Scaleflow fills:

• The weekly demo is the evidence a Key Result is genuinely moving — not a status colour at quarter-end.
• The Uncertainty ListUncertainty ListThe team's living list of open unknowns — sized 1/3/5, phrased as questions, reviewed daily and in planning, chipped away each week. names what stands between the team and the KR, and schedules the experiments to reduce it.
• The Approach turns a quarter’s objective into a coherent story of weeks.

How they stack

Keep OKRs for direction across quarters and the wider organisation — they pair naturally with the quarterly & yearly rhythm. Use Scaleflow for the operating rhythm beneath them. One framework sets the destination; the other is how the team travels.