Part of the reason organisations struggle to switch to managing to outcomes is that its difficult to measure employee performance. Once that becomes difficult, how do we know someone did a good job? How do we know if that person should receive a raise? A promotion?
For as long as I've been working professionally the visual metaphor for moving customers through an experience has been The Funnel. The idea being that we have the most amount of people engaged at the beginning of an experience and as the experience goes on, fewer and fewer people are still participating in it. You've … Continue reading Metrics Mountain: A realistic visualisation of any customer lifecycle metrics
One of the biggest challenges in product management is planning the work in a linear, visual way. Sure, we’ve had “roadmaps” for a long time but they betray the true nature of software development. Digital product development is not linear. It is iterative. We build some things. We ship them. We see how they impact … Continue reading What does an agile product roadmap look like?
So you’ve made the leap to Objectives and Key Results. Congratulations. And you did it right. You wrote qualitative objectives that were aspirational and inspirational. They’re aligned to your strategic goals and the executive team is on board. Your Key Results are written as measures of behavior (your customers’ or your employees’), just the way … Continue reading What happens after OKRs?
This post was originally published to my newsletter subscribers (13k of them now). If you’d like to get these in your inbox sign up here Every company I work with these days claims to be using or trying to use Objectives and Key Results. Conceived at Intel and popularised by John Doerr and more recently … Continue reading You suck at OKRs. Here’s why.