Don’t write your OKRs without involving a UX designer. They are the staunches advocate for customer behavior goals.
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.
How to use product thinking to de-risk your agile implementation.
There are no short cuts to product success. This case study shows how Fender guitars used solid product management work to discover and define a winning, modern product strategy.
OKR require agility to succeed. The basics of Scrum provide the exact right scaffolding for this.
Start the year by erasing all of your goals and do this instead.
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.
Key results are also assumptions. Here’s how to ensure you’re testing your goals as well as your feature hypotheses.