Understanding when a feature stops delivering user value is crucial to prioritising where your team works. OKRs can help you decide. Here's how.
Key results are also assumptions. Here’s how to ensure you’re testing your goals as well as your feature hypotheses.
We always have an existing backlog. If we create new goals, we have to rethink our work plan, not create goals that reflect it.
If your teams' OKRs are turning into lists of tasks to complete that's a red flag that you're asking the wrong questions.
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.
Setting up goals is the beginning of your OKR journey. The next step is understanding how you, as a leader, must support product discovery.
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.
There are some products that have to be shipped as one big release. This article explains how to make big bang releases work with OKRs.
It's tempting to set a goal and never think about it again. It's also a huge mistake. Here's how to avoid doing that with OKRs.