OKRs Are a Symptom of a Higher Level Maybe Thing

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I believe mostly because OKRs are a symptom of a higher level probably thing, which is at the exact level, we don't know how to run companies. It's safe to introduce OKRs because they have been put into a bucket of you are doing the right things. But how many executives are looking at a spreadsheet of saying the project is on track, it's green, as opposed to seeing the product?

Jason and Eiso share their love-hate relationship with OKRs and discuss the pedantic nature of setting objectives and how they ultimately help to align and empower organizations. They talk about setting and tracking goals, the often performative nature of OKRs, and the dangers of abstracting oneself away from the product you’re building.

Deep dive into the topics discussed in this episode at go.developingleadership.co/ep.41

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Developing Leadership is a podcast presented by Athenian. We are introducing the world of engineering to metrics and data that improve processes and help teams. If you want to learn more about data-enabled engineering, go to athenian.com