Disciplines that function as services to product teams can have OKRs too. Here are two ways to think about how to do that.
Just because we've always done things a certain way doesn't mean they still make sense in a modern context. Questioning means improving.
Running experiments in a corporate environment can be daunting. Here's one trick to help bring good ideas into perspective.
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.
Sometimes building in seemingly simple supports can strengthen a new way of working in unexpected ways. Here are two.
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.