Approximately once per week someone asks us how do OKRs fit with agile product teams and do they even fit at all. There is a great article written by Felipe Castro that explores this particular problem and I cannot recommend it enough. Whereas Felipe looks at the matter in a holistic way, in this post I am going
A customer recently told us following case: “My objectives are all product related and timing is everything. For this quarter I need to improve the user engagement and to do that I need to release 3 features, but it won’t matter a thing if I don’t hit my deadlines – and those are all before
Bottom Line Setting OKRs for marketing is made harder by the multitude or absence of meaningful metrics or KPIs. Marketers should set objectives informed by higher level company goals, and by focusing of the underlying performance drivers for marketing, instead of the metrics which are just indicators of performance.
Bottom Line: When setting OKRs for the sales team, DON’T focus on the number. Instead, set objectives for the performance drivers, activity, process, method, aptitude, and attitude.
With today’s update to Gtmhub we’ve added few things to make your everyday work in Gtmhub more pleasant. This release has focused completely on the user experience aspect of Gtmhub.
First in our series of blog posts dealing with common pitfalls of implementing OKRs in an organization is the one of setting too many objectives. It is advised that no person or team has more than 3 objectives per OKR period (usually quarter). In practice, however – when just starting out – people tend to write
Sometimes just setting a goal and metrics, an objective and key results it’s not enough. Sometimes timing matters – especially if your OKRs implementation is flavored with a pinch of project management. So, here come the “Time framed KRs”.
One of the first questions you may face when you decide to implement OKRs in your organization is who exactly should own OKRs: employee, team (under team, we also understand divisions and departments), or some mix of both.
There are two ways to use OKRs. From one side, we can look at the objectives and how well are they being executed. On the other side, we can look at people and teams, and see how well are they executing against these objectives. With the latest updates, Gtmhub is delivering the people centric perspective on
We start with the goals that we want to achieve. From these goals, we derive the objectives that when accomplished will have desired impact on our goals. We then define key results which when hit will mean we have accomplished our objective. Finally, we decide on how exactly are we going to use our resources (such as time) to accomplish our key results – and those are tasks.
We all seek purpose in our lives. Although companies embody a very simple and singular purpose, to make money for its shareholders, most people require something more. A company’s purpose, such as it relates to its human stakeholders, is enshrined in the company mission. The company mission statement describes succinctly what the company does, and
“As soon as possible”, said Rick Klau, a partner at Google Ventures, in response to a question about when a management team should adopt OKRs. I mean, do you want to delay organising and executing your goals? Do you want to delay good results? When do you need better focus, alignment and accelerated growth,
We have just released a major new update to Gtmhub product: planning sessions. In short, planning sessions allow you to organize your objectives in time periods, such as quarters or months. After talking and observing how our customers use Gtmhub to manage their OKRs, we have observed several things that keep coming up.
We are working closely with clients every single day and have a good insight into how OKRs are being implemented in real world, together with obstacles that are being faced. I’ve written about some of these obstacles in the post describing our experience with OKRs. What we have seen time and time again, is that
I am excited to announce that we have released first version of Gtmhub mobile application, now available on the iTunes.
This series focuses on first hand accounts, anecdotes from the dark days before OKRs. They are necessarily anonymized, and however much like episodes from the Twilight Zone they might sound, we assure you they are all ungarnished, true stories.
At Gtmhub, we are big believers in OKRs. Shocking, I know. In this post, I am going to write about our experiences in implementing OKRs, what went well and where we made mistakes.
The characters of Silicon Valley, the TV show and the actual Silicon Valley, love to position themselves as part of the solution to most of world’s problems. On-demand recyclable throw-away cutlery delivery service? We’re saving the world, one elitist dinner party at the time. Self-driving hot dog carts? We’re saving the world, one drunk, hungry
Measuring the usability and the overall user experience wasn’t very popular for many years, mostly because it requires a lot of resources – suitable facility, time, evaluators etc. Fortunately in the last few years the interest in the usability tests even with the small vendors increased. There are now online services that would do the
My eldest daughter is in Year 2 at primary school in the UK, and has had experience of public speaking on a few occasions. I have an event coming up where it looks like I’ll have to speak in front of 100+ people. I haven’t done that in a long time. I decided to ask
Let’s break it down. OKR (oh-kay-ah) stands for Objectives and Key Results. D-OKR stands for Data Driven Objectives and Key Results – or D-OKR (Pronounced doe’kah).
Is Moore’s Law really a fundamental law of the universe? Or an unorthodox and brilliant example of a mission statement?
In this article we’ll review three of the most common organisational structures, team-based, matrixed, and hierarchical, and discuss how each type of organisation affects the implementation of Objectives and Key Results.
Bottom Line: OKRs – a route to mastery, autonomy and purpose, and happy and motivated employees. Daniel Pink’s 2009 book, Drive, turned our understanding of what motivates people upside down. In this article we take a look at how OKRs can help employees achieve mastery, autonomy and purpose, and ultimately greater motivation and happiness.
In this article, we take a look at the history of computing and propose that the next phase will be driven by customer demand for performance as a service, rather than Apps, or Software as a Service. We also take a look at the concept of performance management, including a brief overview of a performance
I’ve got acquainted with Bo Pedersen through a mutual contact at about the time we’ve started Gtmhub. Since then, I’ve kept in touch with Bo and we’ve discussed many aspects of Gtmhub’s value proposition and go-to-market approaches.
Bottom line In order to stand a greater chance of success, take a fresh look at your vision and mission before embarking on an implementation of OKRs. Only then focus on getting into a quarterly rhythm of setting and managing Objectives, measured by Key Results.
Gtmhub allows users to create custom insights. In a nutshell, with custom insights you can slice and dice all the data in Gtmhub and then visualize it within Gtmhub insightboards. You can learn how to make new insights in our documentation. Today, however, we released a big improvement that helps you make stunning insights even
We have just released a new preset for Gtmhub which allows users to connect to Zoho CRM and extract key metrics in matter of minutes. This preset comes with 8 built in insights.
In this post we are going to explore how business can frictionlessly implement OKRs across the organization. As always, any new process or way of doing things, is bound to face resistance and pushback. That’s is human nature. And rightly so. Most of the times, introducing a new process means more bureaucracy and paperwork for
