Middle managers can strongly influence the success of OKRs. Here’s how their job changes to support these new goals.
We say these words all the time yet they mean nothing. Here's a list of phrases to avoid and what to use instead.
Measuring the performance of our products and services can easily get confused with measuring our users' behavior. Here's how to avoid that.
Disciplines that function as services to product teams can have OKRs too. Here are two ways to think about how to do that.
If you're going to work with hypotheses you need clear success criteria. Outcomes provide the objective lens needed to determine our next steps.
Defining your work is crucial to creativity, innovation and agility. Here are two templates to help your team do that.
OKRs require continuous learning. Your teams require tools that help them do that. Here's what they'll need.
If your key result is a metric (and it should be), should you use absolute numbers or percentages? Here are a few reasons to use percentages.
As we experiment we learn and through that learning we earn the right to invest more in our ideas. The Truth Curve makes that obvious.
Fixed goals equal static products and ultimately failed businesses. OKRs encourage agility both in your product and business. Here's how.