We build on the shoulders of giants. That doesn’t mean those giants were flawless. Grove, Doerr and others gave us OKRs. Here’s how they evolve.
Expanding a bit on the idea that everyone makes something for another human to use and why that impacts the work we do.
What does a complete cycle of planning and delivering on OKRs look like. Here's an example.
Everyone makes a product. Everyone has customers. Even those who don't think they do. Here's a quick story about making that obvious.
Middle managers can strongly influence the success of OKRs. Here’s how their job changes to support these new goals.
Keeping track of your OKRs is a common issue for most companies. Here are 3 tools to help you get started based on size and maturity.
It's hard work getting a team to gel and be productive together. Once achieved, how long should we keep that team together?
It's easy to add an OKR for every activity. Instead work towards setting the fewest number of goals. Here's how to do it.
Should you have personal goals in life and at work? Yes, you should. Should you use OKRs to set those goals in both contexts? No. Here's why.
Your objectives and key results are assumptions. At times they will be wrong. Here's how to handle a situation where your goals aren't right.