Mukom

Plus the attempt to sell it as a life or learning companion instead of a sex robot is quite pathetic.

When you understand customer VALUE, you don’t have to take everything they day seriously.

If you still think misaligned strategy is OKRs’ archilles heel, consider this:

41% of executives jobs are misaligned.

How likely is an executive in this misaligned role going to bring strategy alignment & clarity for OKRs?

I used to grow those after high school.

And I love eating them raw as a fruit.

I like designing canvases to operational concepts I’m studying or just applied.

Picture:

The OKR Activation Canvas (solves the set-it-and-forget)

And my lovely apprentice.

All humans haven’t elevated themselves to the level if CEO.

All humans don’t get to say “I’m sorry I screwed up”, while thousands of people lose their jobs but still go on to make millions in bonuses.

Now let’s hope THEY remember that and not just when the want a pass for screwing up.

Generally true.

And some decisions are obviously stupid, especially those driven by ego and ignorance.

Customer value is an evergreen North Star.

I simply ask how I can do what do today faster & better.

I also ask what’s now possible for me to do that o couldn’t do before.

Something else.

1
—
Your respect for good teachers of kids grows 1000X

2
—
You instantly know your kids can’t realize their full potential in a traditional classroom.

I didn’t preclude any method.

If a team can find a qualitative method that signifies value to their customers, they should use that.

Before statistical significance, you stay the course and collect the data you need to reach statistical significance then (in)validate the hypothesis

1.
—
If you can define an impact of that pressure, you can find a matching metric.

2
—
It doesn’t need to be one metric (it often isn’t)

3
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You can always improve or change the metric as you gain better understanding.

And … you don’t always need to use OKRs.

Every outcome has a metric (or 3)

It doesn’t need to be perfect, it just needs to indicate value.

If those other metrics are important, then they should be the OKR.

Also the metrics of the Key Results aren’t the only thing we’re trying to accomplish.

We must also maintain the health metrics.

Hi Kevin.
(from X)

Welcome.

OKRs are NOT meant to cover everything at work.

If they do (so that non-OKR work raises eyebrows) then someone is doing them wrong.

Only if those they have multiple OKRs that were handed down to them.

What is the danger of a team sitting down to agree an outcome or value they want to create in the next 12 weeks?

Me right now trying to figure out what to post here.

- is it like X
- or like LinkedIn?

How’s it different from Threads?

What’s cool here?

Not if you define your OKRs as outcomes or impact.

How do your OKRs hold up against the OKR Quality Matrix?