In this short video I answer one of the most commonly asked questions I hear: what is shared understanding and why is it valuable?
It's hard work getting a team to gel and be productive together. Once achieved, how long should we keep that team together?
Understanding when a feature stops delivering user value is crucial to prioritising where your team works. OKRs can help you decide. Here's how.
Key results are also assumptions. Here’s how to ensure you’re testing your goals as well as your feature hypotheses.
An agile organization learns and acts fast on what it's learning. The more agile an organization is the better chance it stands in a recession.
We always have an existing backlog. If we create new goals, we have to rethink our work plan, not create goals that reflect it.
If your teams' OKRs are turning into lists of tasks to complete that's a red flag that you're asking the wrong questions.
The biggest change a leader has to make if OKRs are to succeed is to stop telling their teams what to do.
OKRs require the psychological safety for teams to be wrong and a culture that celebrates the learning they bring from their product discovery work.
Setting up goals is the beginning of your OKR journey. The next step is understanding how you, as a leader, must support product discovery.