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.
10 practical tips for building a culture that obsesses over the customer and understands them deeply
You’re going to work on projects that don’t make sense to you. This doesn’t mean your work should be of a lower quality. Here’s why.
Don’t write your OKRs without involving a UX designer. They are the staunches advocate for customer behavior goals.
The names of our processes can sometimes be the thing that keeps adoption low. Here’s a way to rethink that.
Quantifying your key results is not only critical to your success but it also tells you when you’re done. Why do teams avoid doing this then?
Committing to a new way of working is risky. Reduce that risk by shortening the time between check-ins and course corrections. Here’s how.
If you can’t answer a question about your job or product in a clear, concise way you may be guilty of creating a word salad.
We are always going to make a plan. Inevitably parts of that plan are going to be wrong. What you do at that moment makes all the difference.
Modern product managers are not in charge of the production line in the feature factory. They job is to navigate a product through the uncertainty of idea to production.