The Chief Product Officer (CPO) / Product Leader is an orchestra conductor. Who plays the symphony? Multi-talented members of the Product team. Together, they work in harmony to create product excellence, the beautiful music of the Product team. Where does the Product Leader come into the equation as the conductor? Does an orchestra conductor hold the hands of the orchestra members, telling the violinists how to guide their bows, how the trumpeters should blow their brass, or how pianists
The Mission Alignment Index is an honest, unbiased analysis of how global brands of all industries are aligned with their company’s mission.
OKRs produce alignment, focus, and improve employee engagement and motivation to increase productivity. Ultimately, OKRs maximize efficient realization of the enterprises’ strategic objectives.
OKRs grant the greatest transparency and alignment possible in a framework, which means they are already optimized for the COO role.
Objectives and Key Results can help the Finance team achieve operational and functional excellence.
COOs get a better “squeeze” on operations with OKRs because, like the juicer, OKRs solve several problems for the COO. We’ll explore a non-exhaustive list of problems around alignment and engagement.
This resource guide is dedicated to helping Chiefs of Staff make others effective and have an outcome mentality.
Everything you do as a Chief of Staff has the potential to drive effectiveness for the organization. It may be hard to see at first, but through the power of OKRs you can create a measurable difference for how your organization executes.
Learn why OKRs are crucial for D&I. Read our whitepaper, a practical blueprint for driving measurable results. Listen to D&I experts and practitioners talk about struggles and strategies in their companies. Tip the D&I domino.
An encyclopedia-like blog post, catered to Chief Strategy Officers who want to learn how to successfully drive multi-axis alignment, and get a unique learning perspective on OKRs and strategy execution best-practices.
A distracted or misaligned team is not a productive or effective team. Alignment is a no-brainer in theory. But the difference between theory and practice is greater in practice than in theory. In practice, achieving effective alignment is hard.
OKRs are a proven framework for effective strategy execution that is becoming almost ubiquitous among digital-native and agile enterprises of all sizes. Why are OKRs ideal for strategy execution in this modern, digital, constantly changing economic climate?
How to keep all people aligned? Should Company X be implementing the new strategy initially only within the C-Suite or a focus group involving department leads is required? What kind of resources do you need to ensure a smooth strategy transformation: a professional coach, extensive training, what else?
It’s easy to associate OKRs with large companies rather than startups and small businesses. But, as industry guru John Doerr says in Measure What Matters: “At smaller start-ups, where people absolutely need to be pulling in the same direction, OKRs are a survival tool.”
In times past, I spent many an hour worrying about goal setting and OKRs in particular. For me, concerns usually fell into one of 5 big buckets: Defining inspirational OKRs . . . Not sure about you, but I find that creating inspiration is hard work! Stretch goals. . . Can’t I just focus on
It is said that sales “lives by the number”. That number is usually some variation of revenue (bookings, billings, MRR, ARR…). The problem is that this number, as Jeff Bezos puts it, is an output variable, something that is an outcome of various inputs that we can control. So, the question is – what can
The use case of weighted key results is that some key results are more important than others – hence progress on the important key results should count for more than progress on the other key results. Here is a quick example that we hear a lot: Objective: Accelerate growth KR 1: Hit $40m in revenue
Have you ever wondered how other companies and organizations run their OKRs? What is common and what is rare? Are you doing the best practices or are you being exotic with your particular take? Wonder no more. At Gtmhub we serve over 300 organizations with tens of thousands of users – so we have a
The key question is not whether to use OKRs or KPIs. Rather the opportunity is to use both OKRs and KPIs to drive positive change, while managing the business as usual in the best way possible.
Royal Bank of Scotland (RBS) is one the worlds largest banks. It is also one of the worlds most troubled banks, with several long lasting hangovers still inflicting pain years after the party ended (Financial Crisis, PPI, etc). The RBS Digital Dashboard In its most recent update to the market, reporting its Q1, 2019 results,
The worlds largest banks are playing catch up. After retreating to lick their wounds after the near death experience of the Great Financial Crisis ten year ago, banks are back, fighting to demonstrate that innovation is not just a game for trendy startups. Mention the phrase “Core Banking Systems” you may either draw a blank