We’re going to be entering our quarterly planning cycle at Box soon, which always brings up the topic of output vs. outcomes (note: the angst around goal-setting frameworks is not unique to Box by any means). One of the better books I’ve read on the topic is
I always suggest teams list the job(s) they are hiring OKRs to do. It is a telling exercise, and explains why many efforts don't really end up benefit the team in the way they think.
Funny timing, I just set up monthly okr tracker for the company today.
We are moving to monthly from quarterly cadence for the whole company..we tweaked our direction more often, which made.our goals obsolete and we didn't like tweaking goals midway.. It felt we were.cheating to make goals look good.
Lastly, I am.curious how do reconcile functional team.okrs with top level okrs .. Say you want to bring excellence to product validation loops but that doesn't cascade well from top level okrs? Encouraging too many orphan KRs could.lead to misaligned priorities between teams. Wdyt?