Middle managers can strongly influence the success of OKRs. Here’s how their job changes to support these new goals.
Disciplines that function as services to product teams can have OKRs too. Here are two ways to think about how to do that.
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.
Shared purpose and alignment come from a broad understanding of strategy. Here’s how to help your teams know why they are doing their work.
You can laud the idea and still be critical of the implementation. That is the true spirit of Agile. Here’s how I came around to this idea.
Objectives and Key Results can do a lot of things. One thing they can't do is determine your strategy. Here's how to reconcile OKRs and strategy.
Your company’s digital transformation diet should consist of a mix of fast food type trainings and long-term transformation diets supported by coaches. Here’s why.
We all know go to the gemba tell us to go and see and we inspect and adapt. But there’s another part to it — showing respect to the people we seek to improve. Here’s why.
Humility is the key to leading and building agile teams and organizations. Here’s why.