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.
Leading teams with OKRs requires several changes to the way you manage. The first and most important is trusting the team you’ve hired to do their work. Here’s how to start.
Can you practice OKRs in regulated environments, in multinational corporations and with leaders who don't give specfific goals. In short, yes.
Objectives and Key Results offer a new opportunity for user experience and design work to make a powerful impact on our products and services
Scaling OKRs can get messy quickly. Here's one quick trick to simplify OKRs at scale that also works for your scaled agile efforts.
Here is a simple, free tool to track your objectives and key results. It's designed to help get your teams started with setting and tracking goals.
OKRs require fast learning but what if our cycle times are long. Here's how to reconcile OKRs with long cycle times.
The Lean UX canvas helps you create your objective and key result statements. Here's where to find them.
If we're going to set new goals with OKRs, we need to change how we measure the performance of our teams. Here are 6 ways to do that.