Key Things DiscussedFactors that contribute to the 70% failure rate among companies attempting to execute transformation, which can be attributed to:Lack of audacious, bold goal-setting on the part of leaders.Lack of clear-cut KPIs.Lack of alignment among key stakeholders and leadership messaging.Lack of transparency and buy-in across teams and missions.OKRs and communications that ensure smooth adoption of initiatives.Common challenges associated with M&A scenarios – and critical tactics to ensure a smooth and human-centered integration. Why it’s okay to fail – and preferably to fail fast. Then learn from it!An insider’s look at the composition of boards, their roles and responsibilities as well as the need for more diversity.Show Notes[00:01:20] About Karen’s migration  from focusing on business psychology to a strategic, inter-disciplinary global consulting role with KPMG and IBM.[00:03:08] How 12 years ago Karen made the decision to go out on her own, providing three things:Consulting with companies navigating transformation, M&As and other strategic initiatives.Serving on boards.Angel investing.[00:05:08] Karen reflects on the whys behind a 70% failure rate among companies attempting to execute transformation:A reluctance on the part of company cultures to act audaciously and boldly.A lack of clear-cut KPIs.Non-alignment among key stakeholders and in leadership messaging.Not having “the recipe” for securing buy-in across the enterprise.[00:09:28] About digital transformation and what does it actually entails:The first priority is creating a mindset shift within the business and organization.Clearly define customer needs and the consumer landscape. “It always starts with where you think the market will go.”Deploy the same technology – platforms and apps – both internally and externally.[00:14:06] Karen shares factors that set the stage for successful adoption of change:Research and metrics to understand customer behavior.Consider necessarily cultural changes.Roll out pilot programs – but don’t stay in pilot mode too long. Prepare to scale.Align customer-facing technologies with those used inside the enterprise.Be prepared to fail. Do it fast – and learn!Ensure that leadership is coming along on the journey.[00:20:44] About all things M&A and special challenges and tactics for managing them.#1: Make sure the value case is clearly understood from the outset.#2: Understand the multiple cultures at play on both sides of the acquisition.#3: Create an integration management function to ensure the initiative has structure, stewardship and clear communications.#4: Don’t neglect ripples within the customer base. Address concerns and offer transparency around changes.#5: Maintain clear objectives and key results to measure financial outcomes, growth and cost synergies.[00:25:12] Karen shares her key top-line metrics on the scorecard for M&A success:Growth in shareholder value.The rate of talent retention and attraction.Employee insight surveys. Positive or negative? Inspired or disaffected?Customer retention and satisfaction data.Track the valuation of cost savings synergies as well as growth synergies.Implement Day 1 operational performance and resource management.[00:28:45] When, whether and how to deploy OKRs:Be bold with intention from the outset to win hearts and minds.Prioritize team engagement with the mission.Establish key metrics to analyze customer, employee, financial, processes, technology.Think first about what you should measure – then consider whether that objective is achievable.[00:33:12] Strategies for managing M&A leadership integration and reorganization:Anxiety is par for the course and expected. Ditto ego!Make fairness and transparency a central feature of any go-forward plan.Make decisions swiftly to maintain stability.Build relationships and understand people’s motivations upfront to smooth transition.Prepare to be a coach and mentor through the emotional upheaval and insecurities.[00:37:22] Why measuring for success in transitioning merged workplaces has to do with retention, which is quantitative, but also must be assessed in qualitative experiences. Did people feel respected and supported whatever the outcome?[00:40:06] Karen shares perspective on serving with nine private equity-backed boards, both as chair and a non-exec.:The role has evolved in recent years.You are responsible for serving multiple constituencies, including shareholders, employees, governance, compliance and public perception/reputation.Composition of boards depends on multiple factors, such as skills sets required.OKRs have an important role to play in guiding the oversight provided by boards.[00:47:22] Quick Fire Questions for Karen:What’s your Dream with a Deadline? Twofold: Her family’s health and happiness and, personally, to get her book written and “out there.”Can you describe a strategy execution challenge you’ve faced and how you responded? Moving an energy company through transformation inside multiple cultures and with limited digital capability or capacity among employees.What advice would you give to boards that aren't looking at OKRs right now? Why should they use them? “It's an old saying, but I always go to what gets measured gets done or what gets measured gets managed.” It’s critically important to establish a goal (doesn’t have to be comprehensive) and put some OKRs under it.What’s top of mind for you these days? Tough times economically on the horizon and what that will mean for priorities such as diversity and green initiatives.About Our Guest:Karen is an Interim Executive Committee member, Consultant and NED with 25 years’ experience leading complex enterprise-wide transformations and M&A integrations to $105bn turnover. Her interim and consulting clients over the last eleven years have included Accenture, Microsoft, EY, Invesco, National Grid, RELX Group and PE funds where she has successfully led major programs of change. She has been on private equity backed boards to drive value creation and achieve a major fundraise or exit, working alongside major investors.  Karen has proven expertise in strategy and transformation of complex global businesses involving the creation of new and disruptive operating models to reduce cost, grow the top line, extract greater value from data and technology, create new dynamic cultures and deliver customer centric and digitally delivered customer experiences.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key Things DiscussedA variety of initiatives that Mike and his team have introduced and the how they’ve brought stakeholders along for the ride.The difference between Outcomes and Outputs, as well as creative strategic visioning versus analytical, project-based planning.Key ingredients to highlight in the pursuit of cross-functional buy-in.Two major indicators for successful OKR adoption.The power of an aspirational mindset shift from “committed” to “stretch” goals.Why discovery, time, transparency and collaboration will advance your OKR framework every time – no matter how complex or tradition-bound the enterprise.Show Notes[02:34] Mike walks us through his career trajectory, from digital publishing to e-commerce, mobile computing to a longer-term shift into IT consulting and coaching.[03:54] A look at KeyBank’s decision to acquire Hello Wallet, an app to support customer loyalty, financial health and smarter decision-making.The young team brought fresh energy.The integration has served as a model for other fintech acquisitions.[05:41] About 200-year-old KeyBank – the 20th largest in the U.S. with assets of about $180 billion – and the role that Mike’s team plays in moving the institution from analog to digital, from on-prem to cloud and all the mindsets that go along with change.[06:52] Mike highlights initiatives and strategy development at KeyBank:Infrastructure improvements to create the runway for innovation.Fintech acquisitions.Hack-a-thons to test resiliency.  [08:29] Outcome versus Outputs:Outcomes are strategy-focused, enabling a different future and new capabilities.Outputs are more analytical and project-based.[09:32] About OKRs and cross-functional development, reaching across silos to enable restructuring and transformational initiatives through outcome-oriented teams.[13:39] Mike explains why initiatives like his at KeyBank succeed by offering recurring value, embracing system shifts and integrating clearly defined OKRs from the outset – then staying grounded and aligned with the original vision.[17:23] How an Agile Transformation initiative launched discussions within KeyBank – including its coaching team and a global consultant, resulting in an OKR framework.[18:06] Challenges that arose out of KeyBank’s transition to a new OKR orientation:Not simply substituting OKR measures for a previous KPI approach. They are different animals.Shifting away old systems and the Project Management Orientation that is especially common among legacy companies.[19:42] “Stretch” versus “Committed” Goals: Part of Mike’s mandate is to help KeyBank stretch beyond setting easily achievable goals – a comfort zone for established organizations – to become more nimble, swing for the stands and accept that failure is part of the process.[21:38] How Mike evangelizes for sufficient time for implementation and a leadership orientation towards aspirational goals. Cross-functional, structural change takes patience and persistence.[24:03] Two Major Factors for OKR Adoption Success:Creative, strategy-led focus (rather than an analytical, planning approach).A substantial discovery process built on teams digging deep and creating a collective vision for how to work cross-functionally over the long haul.[24:58] What “discovery” looks like at KeyBank, which includes working collaboratively with both the business and technology sides of the house and using an outcomes- and value-based framework.[26:41] Velocity and efficiency are great, but effectiveness is the goal. Using continuous discovery – with small, nimble assays – accelerates desired measurable outcomes.[28:54] What happens to all those measures? Do teams throw them out? Story points and velocity can be helpful, but outcomes-based, empowered collaboration and creativity are king.[31:29] Are OKRs just a burden? Not when teams work together to strengthen and evolve existing processes that aren’t stymied by planning and task-based systems. Solid leadership, transparency, communication and coaching enable success![35:27] Quick Fire Questions for Mike:What’s your Dream With a Deadline? Step by step, over the coming year or two, Mike would like to see KeyBank leadership and teams working collaboratively across the enterprise. Each chapter of that journey may be a chapter for a book!What do you appreciate about your team? They are caring, thoughtful and extremely committed to agile coaching with a range and depth of skills to offer.What execution challenge has KeyBank faced? As a legacy organization, it has been a process for the CEO and leadership team to execute over time on digital transformation and migrate to a more nimble mode of operations.What nuggets of advice do you have for a business just starting out with OKRs?Linking client-centricity with creative strategy is critical – and then hiring good people and putting in place a program that's effective in setting goals and effectively delivering against them. What’s top of mind for you these days at KeyBank?Continuing to do the hard work to make transformational breakthroughs and move together as a team to best serve our customers every day.Relevant linksHello Wallet, the financial fitness app.Christina Wodtke’s book about OKRs: "Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results."Mike’s recent article about "Why You'll Miss Your OKRs Again This Cycle."Teresa Torres and her opportunity solution tree’s role in Continuous Discovery.Reflections by Roger Martin on Strategy versus Planning.About Our GuestMichael Goitein, enterprise agile and OKRs coach at KeyBank, is a global technology leader, innovator, author and certified Agile transformer who strategically directs and delivers multi-million-dollar, enterprise-level digital, mobile, big data, and high-tech solutions for Fortune 200 clients. He leads local and globally-distributed teams coaching, innovating, executing, and delivering end-to-end mobile and digital projects.Follow Our GuestWebsite | LinkedInFollow Dreams With DeadlinesHost | Company Website | B...

Key Things DiscussedThe core mission at STRTGY, an Italian company that works internationally to mobilize teams around nimble, adaptable management structures and systems suited to today’s fluid marketplace.What’s required to effectively implement OKRs – including leadership buy-in and carefully defined and clearly communicated objectives.The things that founders have and their employees want – authority, agency and autonomy. The power of real numbers and ongoing iterations to measure and optimize OKR roll outs.And finally… We get the scoop on Antonio’s unique 12-week program for successful OKR adoption – from developing strategy to energizing teams to establishing a culture that embraces robust feedback to optimize procedures over time.Show Notes[00:02:32] Antonio explains STRTGY’s core mission, which includes mobilizing teams and making older management structures more nimble and adaptable.[00:03:37] STRGY’s ultimate goals revolve around three pillars – People, Processes, Products and Profits – designed to give companies a radically different model that is continuous, effective, structured, collaborative – and fun![00:04:00] About how Antonio became the OKR expert he is today, including his boutique Italian innovation work untangling corporate structures whose systems were demotivating, ineffective, rigid with strategy profoundly disconnected from execution.[00:05:59] Antonio developed his unique approach to OKR adoption by combining his expertise as a workshop moderator with constantly evolving tools to improve the process.[00:06:36] Defining OKRs: Critical decisions about how to optimize resources (including teams) to win strategic challenges by iterating on an ongoing basis.[00:08:10] Why it’s about more than just the numbers: Far more than end goals, which are fleeting, it’s progress that keeps teams energized, bonded and committed.[00:10:12] About managing by numbers rather than expectations: Antonio too often sees managers issue ill-defined expectations, which leads to micromanagement and other counterproductive leadership behaviors. The alternative? Managing well-defined, transparent goals with real-time numbers and autonomous, proactive teams. [00:12:08] Antonio focuses his clients on outcomes, not the path to getting there.[00:12:48] About “Make Progress with OKRs,” Antonio’s new book influenced by recent research and analysis around productivity across industry sectors as well as problem-solving, autonomy and communication styles. [00:14:30] The basic principles that support productivity, team work and non-judgmental, self-reinforcing reporting systems throughout a product’s life cycle.[00:16:03] About what it is that founders have that everyone wants: Decision-making authority, autonomy and discernable rewards along the way. Do models that incorporate these elements remove roadblocks and inspire self-determination and accountability?[00:18:41] Antonio highlights processes and systems that support effective OKRs and shares his take on continuously updated SOPs, flexible structures, emotional alignment around goals and mechanisms for measuring for quality.[00:22:02] Jenny and Antonio reflect on misconceptions about autonomy versus procedure. Mindshare and structures = freedom up and down the enterprise. [00:24:02] About Antonio’s new book and its program for launching a successful OKR cycle in 90 days:Part I provides an overview of what OKRs are and why they’re important.Part II is a 12-week program broken into three phases:1. Working step-by-step to identify and align management around key objectives, culminating in a big, all-in meeting to share the methodology.2. After securing buy-in, deploy bottom-up and sideways support from teams around key objectives and measures.3. Deployment! The goals require discipline, good habits and prioritization of three important dynamics:A sense of progress, forward movement.Regular check-ins to slow activity, help identify roadblocks and avert constant hyper-reactivity.A culture in which feedback is ongoing and non-threatening to keep everyone positive and learning together.[00:30:23] Antonio recalls two of the transformational projects of which he is most proud, including the tools he and his team were able to deploy across cultures and sectors.[00:32:02] The Big Idea: What one thing would Antonio most like to advise as a thought leader in the OKR space? Invest the time and resources to ensure your strategy is crystal clear. Poorly written objectives disenfranchise contributors and generally result in poor execution.[00:36:50] Quick Fire Questions for Antonio:What is Antonio’s Dream with a Deadline? To develop and evangelize the most pragmatic OKR program of any company in Europe.What does he most appreciate about his team? Their velocity with constant product development and the continuous improvement process they embrace.What’s an example of a STRTGY execution that proved challenging? Starting from scratch with SEO optimization to differentiate from competitors; building a growth loop, community and human face in the midst of pandemic. Any advice for those who have tried (and perhaps fallen short on) OKRs? Keep going! Nobody gets it right the first time. Ensure that there’s commitment at the top levels and clarity among those executing at the lower levels. Communicate!When will Antonio’s book be available? He’s in the midst of a crowdfunding campaign and his first edition (in Italian) will be available on Amazon and elsewhere this fall.Relevant links:"Measure What Matters," by John Doerr."The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work," by Teresa Amabile and Steven Kramer.Andy Grove’s book introducing the idea of growth at the periphery: "Only the Paranoid Survive: Lessons from the CEO of Intel Corporation."“Make Progress con gli OKR” (Make Progress with OKRs) is now available.About Our Guest:Antonio support big clients, PMIs and start-ups as a Design Leader driving innovation through “Design Thinking” and “Human Centered Design” processes to solve complex problems with a data-driven and creative problem-solving approach. He works in many fields including branding, service design, UX, digital products, portals and e-commerce platforms.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram |

Key things discussed:The need for deeper, more authentic connection within distributed workplaces. Workvivo’s highly interactive approach to intranet communications based in collaboration, posting and sharing – not top-down C-Suite communiques. The strategy behind story-driven marketing – a transparent, human-centered approach that inspires customer loyalty and engagement.Case studies and some of the specific tools Gidi and his team use to generate compelling content that in turn drives revenue – a correlation too often overlooked by bottom line-driven leadership teams.The blended approach Workvivo takes to incorporating OKRs that are both transactional and inspirational – a nimble combo when it comes to maintaining employee commitment and achieving objectives in the midst of rapid growth.And finally … Speaking of scaling, Gidi explain how knitting our company cultures together through shared stories not only supports the Holy Grail of employee retention and motivation. It also sends a resonant message out into the marketplace – one that pays real dividends in sales and brand loyalty.Show Notes[00:03:53] Before and After: A look at the transformative effects of pandemic on the workplace and the way in which employees value their time. [00:04:35] Gidi views “The Great Resignation” as a binary way of looking at a much bigger issue: Working from home has unleashed a new sensibility. Workers at all levels of the enterprise are no longer willing to place hours on the job above quality of life. [00:06:44] Employers have had to look for ways to connect teams and build community internally to keep staff engaged even in heavily distributed environments. [00:09:11] There is opportunity to be found in adapting to remote work — especially for smaller, agile organizations that can offer workers (particularly younger workers) a sense of meaningful human connection and belonging.  [00:10:18]  Absent a traditional water cooler environment, the chief task for leadership teams today is to build bridges among remote workers. [00:10:41] Because 70 percent of employees are frontlines workers not connected via internet or social media channels, Gidi believes there’s an historic opportunity to fill that gap, digitally enfranchising and motivating them.[00:11:28] If Gtmhub is the nervous system, Workvivo is the heart and arteries that bind company cultures in hybrid conditions that require new ways of collaboration.[00:12:18] Gidi explains how Workvivo acts as an internal communications platform – but without the cumbersome, clunky interface associated with traditional intranets.[00:13:18] Workvivo is a community-led platform that transcends one-way corporate communications to empower employee interaction similar to that on social media. Likes, comments, analytics, peer-to-peer posting of content, podcasts, livestreams. It’s an entirely different user experience.[00:14:18] Corporate values, positive reinforcement and community building are central to Workvivo’s rich ecosystem.  [00:18:28] All about Gideon – and the passion for storytelling that has been a driver throughout a purpose-driven marketing career that has emphasized connection.[00:20:03] Gideon shares some of the tools and rules he has developed around story-led marketing, including:  Evoking feeling is critical to winning over consumers.B2B also revolves around story – not just the features a product offers but how it will improve the company’s culture or earnings potential.It’s critical to invest the time to talk to/understand the customers you’re targeting now – and in the future.PR, advertising and marketing are fueled by different business requirements.[00:22:28] An example of a story-led Workvivo initiative that garnered 200+ media mentions globally. It was an investment in research that paid off in a big way.[00:24:32] Gidi shares thoughts on the evolving mandate for executives: Retention. The key management strategy for keeping employees engaged and productive post-pandemic emphasizes mentorship and emotional connection – not keeping tabs. [00:26:00] Younger generations are demanding more nurturing, more independence and the help of enlightened management in building/navigating meaningful careers.[00:29:34] Gidi reflects on the place of OKRs and measurable results. Do they align with the emotion-based mandates of story-led marketing and employee experience? Initially Workvivo’s singular focus on core values didn’t require OKRs, but scaling demands clear objective measures to keep the growing enterprise on track.[00:31:27] The aspects of OKRs that Gidi particularly appreciates:It’s not a binary system that forces over-planning or paralysis.The guardrails foster experimentation without fear of catastrophic failure.There’s room to balance “fluffy” initiatives with quantifiable measures.OKRs act as beacon – enabling teams to map to an objective vision.[00:33:34] About the adjustments Workvivo has made to their OKRs to accommodate fast growth and evolving objectives:Designating an owner to provide operational support to leadership teams in the execution of OKRs, thus preventing bottlenecks.Creating an interplay between OKRs that allows for both Transactional and Inspirational measures; a deliberate balance of realism and vision.Mapping short-term goals (i.e. quarterly) to big-picture, longer-term objectives based on interim key results.[00:37:28] Jenny shares thoughts and an example of how rigid, fixed OKR measures (in some cases not fully relevant) can produce unintended patterns and misleading data. [00:38:57] Gidi spells out four levels of alignment necessary to achieve objectives:Process and safety.Functional systems.Relational values and approaches.Inspirational vision and clearly articulated mission.[00:40:23] Why objectives are so important – and so hard to nail. In the vast majority of cases, clearly defined desired outcomes drive successful OKR execution.[00:40:59] Jenny shares info from a Stanford Project study that diagrams four elements of means and control coordination that set organizations up for success:Direct Monitoring (such as call centers, customer experience follow-up).Peer and Cultural Control: Building an environment in which teams feel committed to showing up for and problem-solving with each other.Clearly established professional standards and protocols.Formal processes and procedures.[00:42:12] The startups that tended to fare best, according to Stanford, placed a heavy emphasis on Peer and Cultural Control – cultivating environments in which performance metrics reflect employee engagement and commitment.[00:42:55] Quick-Fire Questions for Gidi:What’s your dream with a deadline? To travel around the world for a year with his wife and two kids sometime within the ne...

Key Things DiscussedThe growing demands among consumers for corporate accountability and sustainable practices – particularly among top offenders in the travel and supply chain transportation industries.Why old-school, top-down industry averages provide a far less precise measure of climate impacts than the accurate, granular, bottom-up data collection and tracking technologies available today.How meaningful carbon reduction will require a portfolio approach based on a mix of methodologies developed for large companies that can ultimately be rolled out as scalable, affordable solutions for smaller ones. Advice for companies interested in establishing proactive programs to reduce their footprint through data collection, offsetting and insetting strategies.What’s behind corporate “greenwashing,” which is often the unintended consequence of sustainability programs that lack accreditation, expertise and committed resources.How the team at Pledge is partnering with enterprises to move their commitment to carbon neutrality from the “nice to have” column towards “mission accomplished” – ASAP!Show Notes[00:03:12] David highlights the service Pledge provides by helping businesses integrate a climate dimension into their customer offerings – including support for supply chain logistics to reduce carbon footprint.  [00:04:13] Defining Terms: The international mandate to reduce carbon dioxide emissions 45% by 2030 and achieve net zero levels by 2050 requires reliable measures and strategies going forward.[00:05:03] About two ways of looking at carbon emissions:Top Down: Industry average spend and per unit impacts versus financial value of a good or service consumed. Bottom Up: Activity-based data that break down indirect emissions at a more granular level.[00:06:59] Why pursuing a sustainability strategy makes good business sense: Both because consumers are demanding responsible commerce and regulatory bodies in Europe and beyond are demanding accountability and compliance.[00:09:03] David explains the reasons that sustainability is often pushed down the corporate agenda (cost, resources) and how outsourced software solutions will likely advance adoption in the coming months and years.[00:11:14] Transport is among the largest carbon offenders. The more emissions are measurable the more transparent choices become for consumers. Alternative energies offering significant reductions are also coming on strong.[00:13:38] Advice for companies interested in establishing proactive programs to reduce their footprint: Prioritize data collection, tracking and quantification.Identify and address with an offset strategy those functions that are essential.[00:15:32] There are ongoing challenges associated with closing data gaps, especially with Scope 3 emissions, but large enterprises (especially in the transportation space) are leaning on suppliers to reduce their footprints and overall environmental impacts.[00:17:12] Explaining the finer points of carbon offsetting versus insetting.[00:18:49] Meaningful carbon reduction will require a portfolio of solutions to holistically neutralize impacts. It’s not a zero sum game but a mix of technologies that, through the support of larger enterprises, can be scaled to help subsidize smaller ones.[00:21:21] How so-called “greenwashing” happens in both intentional and unintentional ways due to lack of knowledge, resources and vetting practices. [00:22:37] How business leaders can establish a trust-worthy climate strategy through:Education and onboarding of the necessary sustainability resources.Strong and transparent data-based systems to hold vendors accountable.Partnerships with accredited bodies whose calculation methodologies qualify them to manage carbon accounting and offsetting programs. [00:24:32] Quick Fire Questions for David: What’s your Dream with a Deadline? Helping to remove gigatons of carbon from the atmosphere – ASAP!What is an example of a strategy execution challenge that you faced and how did you overcome it? There’s no pre-existing playbook, which means creating a data-driven niche in the climate space while learning on the job.Best advice for business leaders who want to incorporate sustainability in a meaningful way? Whatever the size of your company, choose a concrete milestone in terms of net carbon emissions and then reverse-engineer a program to make it happen!What is top of mind for you these days? Moving sustainability as a business priority out of the “nice to have” and into the “must have NOW” column.About Our Guest:An early employee of Revolut, David co-founded Pledge in 2021, to help businesses of every size to understand and manage the climate impact of their products and services. Pledge has built an integrated suite of climate tools for businesses to incorporate trusted carbon measurement, reduction and carbon removal capabilities into their customer offering quickly and easily. By giving customers the tools they need to understand and reduce their climate impact, businesses can meet demand for ESG initiatives, win new business and build a talented, purpose-driven workforce.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key Things DiscussedMayur’s personal evolution from engineer to marketing and growth strategist.What it looks like to marshal a major shift in alignment within a traditional news organization whose first priority is to remain a trusted source.How Mayur was tasked with expanding Gannett’s platform and reach through a customer-obsessed focus on experience, engagement and retention.The various teams – or “pods” – that worked cross-functionally to execute on a broad range of OKRs while never losing sight of the organization’s foundational “North Stars.”The critical role that marketing has to play in aligning teams that are laser-focused on building a brand that is not only beloved but positioned for increased market share and growth. NOTE: This episode was recorded when Mayur was the Chief Marketing and Strategy Officer at Gannett. He has since moved on to Kraken Digital Asset Exchange as their Chief Marketing Officer.Show Notes[00:03:57] Mayur starts the conversation with a little about his career evolution from engineering to marketing to working with one of the largest legacy media companies in the U.S.[00:07:44] Understanding marketing as a potential center of and agent for growth – a shift of paradigm from its relatively static function in the 20th century into what became a “rather soulless” pursuit tailored to digital platforms and adtech data.[00:09:39] Covid refocused businesses on the importance of honoring customer engagement and “the why” because, far beyond data, loyalty maps to shared narratives and authentic connection.  [00:11:40] Mayur reflects on integrating technology into legacy companies and the most common underlying challenge across all verticals: The challenge to adapt to a rapidly evolving marketplace in which the nimble and responsive cultures will dominate.[00:14:32] Getting granular about Mayur’s experience at Gannett, a traditional media conglomerate trying to transition on two fronts: Evolving from the legacy print orientation that has been central to newspapers for hundreds of years to a natively digital business.Shifting from an advertising-led business model focused on eyeballs and impressions to a subscriber-led focus on customer experience and the core value of content (which can include gaming and other forms of engagement).[00:17:13] Piggybacking on Mayur’s observations, Jenny echoes the belief that creating an ethos of safety amidst chaos and calm amidst a frenetic, even manic, pace will be a huge differentiator for enterprises moving ahead.[00:17:43] Focusing in on the content subscription model and what it looks like for legacy media companies like Gannett that are making the transition.[00:20:08] Mayur unpacks the various facets of Gannett that underlie its core mission, which is to be a gatekeeper and trusted source of news and information.[00:20:25] Beyond journalism and news, Gannett’s mandate is evolving to invest in sports, educational products, contextual tools[00:22:24] How a subscription-based model fosters a “customer-obsessed” culture dedicated to creating incremental value that keeps readers/viewers coming back.[00:23:33] Personalization has a powerful role to play in helping to tailor data to specific audience members – to “become the Netflix of non-fiction,” as Mayur puts it.[00:26:13] Mayur weighs in on the metaverse and the role education has to play in this rapidly developing ecosystem.[00:28:13] About the concept of “pods" recently deployed at Gannett, creating cross-functional units that are self-sustaining and autonomous with very clearly defined OKRs and core leaders to keep teams on track.[00:28:47] Gannett “pods” are constantly mapping to five “North Star” priorities, including strategies for supporting operations agility and decision-making processes.[00:30:55] More about the strategy ops role that Mayur is implementing to orchestrate all the moving parts and shape the chaos. It’s a work in progress with evolving OKRs and assessments along the way.[00:33:24] Gannett’s Shift Out of a Legacy Mindset: Mayur explains the current transition from laying a foundation for change in 2021 to adopting a lean mentality in 2022 that emphasizes autonomy over bureaucracy, nimbleness and velocity.[00:33:55] The role of communications across the enterprise in accelerating and bringing the marketplace into the organization in a vivid, agile way.[00:34:51] Breaking down the CMO role, which Mayur believes should explicitly focus on advocating for customers and tracking market developments to grow business and user value. He regards the role as a flywheel with three key components:Growing the brand.Growing the user base.Growing user value.[00:36:47] About user retention and the constant cultivation required to manage fickle audiences and maintain loyalty in a world where customers have infinite choice.[00:39:31] To secure enduring relationships, brands must find ways to communicate to customers the emotional, value and data moats that represent incremental investments that make it hard to jump ship. Think Netflix and LinkedIn.[00:42:30] Serendipity and irrationality impact a platform’s success, but growing a beloved brand identity is the most critical factor for scaling velocity and longevity. Project managers need to be working synergistically with marketing and vice versa to ensure that the company ethos is evident and connects with users. [00:46:03] Mayur takes a deeper dive into the concept of brand outcome and the elements that must be orchestrated in order to create a cross-functional network of commitment to the ultimate: Amazing customer experience.[00:48:38] Critical components on which Mayur relies to assess and ladder up KPIs:A clear hierarchy for OKRs understood across the enterprise.An operating scorecard to track and understand variables such as product, data and brand performance.[00:50:33] A Quick Fire Question for Mayur Gupta:What’s your dream with a deadline? To remain continually challenged while also enjoying the ride and observing gratitude – a human revolution towards what in the Buddhist practice is known as a state of absolute happiness. When you’ve reached that place? Things like OKRs and KPIs fall into the right proportion.About Our Guest:Mayur Gupta is an engineer who evolved into a marketer with several pivots through his career. He spent the first half of his career in tech and product management, building adtech products before gradually shifting towards growth, performance, data science, brand, creative and storytelling - the core tenets of modern marketing. Currently the CMO at Kraken Digital Asset Exchange. Prior to that, he led the transformation of Gannett - USA Today Network from the largest news media company to a growing content subscription platform that is obsessed with user value and subscriber growth. Leads a team of growth strategists, brand and performance marketers, data scientists and product managers to drive growth both for it’s D2C content business and B2B SaaS platform for local businesses. Responsible for actualizing Gannett’s mission to build trusted local communities where people and businesses thrive.Follow Our Guest: LinkedInFollow Dreams With Deadlines: Host |

Key Things DiscussedProduct development strategy and implementation in a fluid, multi-national company with distributed teams and competing priorities.A framework for grouping outward- and inward-facing teams into “tribes” dealing with consumer experience, field operations and digital platform development.OKRs in the strategy-to-product pipeline context, including managing backlogs, the role of data and building out effective systems for discovery. How to prioritize stakeholder meetings to pinpoint progress, ensure transparency and make room for necessary adjustments to the product roadmap.The Top Four pitfalls companies fall prey to in the implementation of OKRs.Show Notes[00:02:51] Markus shares an overview of his career, which encompasses entrepreneurial efforts, product management, coaching/consulting with startups in various stages of development.[00:03:52] About the juncture at which Markus entered the mobility space in 2018, joining a very small team at Circ, one of more than a dozen nascent kick scooter companies competing at that time for market share in Europe and beyond.[00:05:52] When people think of kick scooters, they’re imagining micro-mobility. But Markus’s focus was on creating the optimal customer experience based on a triad of mutually critical elements: hardware, software and operations.[00:08:01] Markus explains how Circ grew and scaled product, design and engineering teams over the course of 18 months, growing from zero to 80 team members while building out the well-oiled machine that ultimately was acquired.[00:09:17] The company was divided into “tribes,” which included:Consumer Facing: Product marketing, customer experience, service and retention, partner and data integration.Field operations and fleet management functions such as warehousing and repairs.Technology and development of the horizontal platform itself. [00:13:17] The wild ride that was Circ’s product strategy – often lacking cohesion and rife with internal jockeying and contradictions.[00:14:36] Instituting OKRs early in the process enabled Markus to work closely with his CTO and oversee his tribes effectively, efficiently with clear communication and processes with measurable quarterly results and making staffing, operational and other adjustments accordingly.[00:16:51] Markus summarizes the Circ organizational strategy and how OKRs were deployed to quantify progress along the way.  [00:18:01] From Strategy to Product Pipeline: Do OKRs define the roadmap or vice versa? In the case of Circ, Markus was all about establishing objectives first. Once outcomes are well-defined, the roadmap (and roadmaps within roadmaps) can be broken down, morphing organically and incrementally quarter over quarter.[00:20:56] Managing unwieldy backlogs is a high priority for Markus, who very intentionally separates the engineering from the consumer/product pipelines with new projects and implementations placed in a category of their own.[00:22:16] How Markus keeps his team’s focused and engaged with new ideas, problems and opportunities in a way that is productive and always advancing:A quick weekly opportunity assessment.PMs take ownership of discrete initiatives.Regular discovery to understand the nature of requests.[00:24:05] Three key questions that PMs should ask when assessing opportunities:What is (or do I believe will be) the impact on our objectives?What will the expected effort deliver that impact?What is the expected confidence?[00:26:45] Jenny summarizes the goals of Markus’s carefully delineated discovery process, including helping teams to prioritize, focus and gauge workload capacities.[00:27:31] Markus believes discovery is most effective when it’s explicit, time-boxed and data-based to drive up confidence levels and depth of understanding/problem-solving.[00:30:12] How hard metrics and other qualitative data inform discovery and map back to objectives – a process that is driven by regular, high-level meetings in which key stakeholders exchange perspectives and challenge ideas based on defined progress. [00:32:09] How Markus structures meetings and pushes PMs to determine whether objectives are being met:10 minutes is focused on where the team stands on OKRs.10 minutes to update any priority changes in the roadmap pipeline.10 minutes for a quick exchange of specifics around discovery.30 minutes during which stakeholders can challenge PMs to tease out whether their focus is on the right priorities for achieving big-picture goals.The entire process includes documented comments to ensure transparency around project status, advancement and likelihood of success.[00:35:10] Getting Real About Data: The value of attaching specialists to each of the business units at Circ, where the collection of data confers huge benefits – when it’s effectively, cross-functionally integrated. The alternative is data analytics and engineering that lags behind and never reaches fruition.[00:38:27] How Markus’ “central-decentral” approach enabled a balance between data engineers and their more team-based data scientists and analysts – all of which facilitated more give-and-take with PMs.[00:40:06] Marcus reflects on lessons learned about OKRs from his experiences at Circ, N26 and elsewhere:No. 1: The concept of outcome over output is very hard for teams to grasp/adopt.Incorporate a mix of top-down and bottom-up management to get timing right.Avoid over-engineering. Too often companies try to implement a variety of measures all at once. Pick just one or two to start.Challenge Points if you can prioritize OKRs, which is very difficult to do.[00:46:46] Quick Fire Questions for Markus:What’s your Dream with a Deadline? Implementing continuous OKRs for life, including nurturing business opportunities and long-term health.What do you like about the work you do? It’s inspiring people and helping them to find a passion and happiness and spread positivity in the day to day.What’s next for Markus? Starting up and running his own business, building something creative and fulfilling.About Our Guest:Markus Müller is a consultant and coach with a deep background in product management for successful startups such as the kick scooter company Circ and the mobile banking provider N26. He is an entrepreneur currently in stealth startup mode as well as a prolific author and thinker on such topics as OKRs, product discovery and leadership.Follow Our Guest: LinkedIn | Medium Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key Things DiscussedThe crucial mindset shift that must occur in shifting to a new model.Three components necessary to set teams up for long-term success.Data analytics, education and why OKRs depend on bringing teams along.Common organizational problems that OKRs quickly uncover and highlight.Elements to develop and instill for better (not more) management.The pitfalls of a cascading management style.Setting the stage for successful OKR implementation.Show Notes[00:02:44] A quick hello to this episode’s guest, OKR expert Felipe Castro.[00:03:59] Why OKR? Customers give lots of reasons – ranging from weak (the boss read a book or everyone’s doing it) to borderline vague (accountability or transparency).[00:04:36] The Tinkerbell Approach: The common misperception (or delusion!) that a little bit of fairy dust is all it takes to take a traditional enterprise to Google-level OKR success.[00:05:34] Adopting OKR is not a goal in and of itself. It’s a transformational tool to help organizations be more competitive, adaptive and normative in the 21st century.[00:06:19] Successful OKR implementations require that organizations do three key things:Demonstrate commitment and consistency over time.Learn how to execute the system in practice.Accept that old models and experience will have to be unlearned.  [00:07:36] Three components necessary to set teams up for success: Access to the data (liberate it from the silos!).Clarity about the core business metrics and strategy.Knowledge of data analytics and statistics.[00:09:44] Felipe shares some of the common organizational problems that OKRs quickly uncover and highlight:Lack of clarity about goals.Lack of grounding in the strategy behind projects.Managers who don’t provide clear context.[00:11:04] Elements to develop and instill for better (not more) management:Leadership (based on new rather than old business models)Problem-solving skills.An ability to both offer and communicate trust.Permission to get inspired and inspire others.[00:14:32] Felipe explains why part of the beauty in OKRs is that they don’t take a one-size-fits all approach. Rather, it’s a flexible philosophy that can be tailored and tweaked based on a huge range of factors across industries and organizational cultures. [00:18:44] OKRs may vary, but there remain common foundational building blocks. [00:19:44] Felipe shares his take on cascading management:100% top-down.Lacks agility.Creates silos.Discourages inter-departmental collaboration.Fails to provide clearly defined, measurable goals.[00:24:44] It’s a journey! Felipe explains the (necessarily imperfect) process of establishing OKRs and bringing everyone along.[00:27:52] Stumbling Blocks: Felipe shares one OKR scenario that commonly occurs at large companies (overattachment to a business case or spreadsheet) and another that often besets smaller companies (data availability bias).[00:31:02] Better tools create better outcomes. But not without a holistic approach that includes a commitment to educating and enabling teams. [00:33:44] Don’t leave talent on the table! Give teams the tools they need![00:35:06] Elements that set the stage for successful OKR implementation:Ensure that teams understand the metrics and data fundamentals.Establish weekly one-to-ones for continuous feedback.Ongoing coaching and development.Adoption of advanced engineering technologies to improve processes.Regular customer feedback interviews.Established systems to test, experiment and collect data for nimble decision-making.[00:39:30] Felipe shares his evolving thoughts on what capabilities are critical to successful OKR implementation at traditional organizations, including the need for a bridge between old and new business models (in spite of inevitable hiccups and cultural challenges).[00:43:30] The Finer Points of Performance: Standards for evaluation are as variable as team and individual roles, responsibilities and contributions. Beware tying bonus structures and compensation to measures that are inefficient, inaccurate or illogical.[00:49:59] Why individual goals can be a huge liability and disincentive.[00:51:22] Defining calibration and how it level sets performance reviews.[00:52:44] Quick Fire Questions for Felipe:What do you appreciate most about your team? Passion and commitment.What is your greatest dream and its associated deadline? To facilitate a second edition (with new contributions/examples) of the classic John Doerr book, "Measure What Matters: The revolutionary movement behind the explosive growth of Intel, Google, Amazon and Uber." No deadline since it’s up to the author! Can you describe an experience or situation that made you proud? It’s a feeling that arises whenever organizations adopt, evangelize for and continue to use OKR tools in the long term – which fortunately for Felipe has been a common occurrence!What’s the most important word of advice you can give people who want to try OKRs but feel wary? They are not a “to do” list. It’s about the outcomes you want to achieve and creating data-driven, measurable benefits for your customers, your company and your employees.Relevant links"Powerful: Building a Culture of Freedom and Responsibility," by Patty McCord, former head of people at Netflix.Simon Senek's WebsiteFelipe's Interview with Itamar Gilad.Intuit Founder Scott Cook @Khan Academy."High Output Management," by Andy Grove, former CEO at Intel.YouTube: Tom Chi on "Rapid Prototyping and Product Management.""Measure What Matters: The revolutionary movement behind the explosive growth of Intel, Google, Amazon and Uber," by John Doerr.About Our Guest:Felipe Castro is an OKR Trainer. He helps organizations transform how they use goals by adopting OKR, the Silicon Valley framework for goal setting. He created the OKR Cycle, a simple method to avoid OKR’s most common pitfalls.Follow Our Guest:Website | LinkedIn  Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key Things DiscussedEven though sustainability has been around as a concept since the United Nations defined it in 1987, progresshas been slow and time is running out.ESG (Environmental, Social and Governance) requirements and the role they play in good citizenship andenvironmental stewardship.A Call to Arms: Climate change has accelerated steadily and experts now believe that, absent drastic adjustments to business practices and carbon emissions, the window to prevent irreversible impacts shuts in 2030.There are scientists out there, especially in the oil and gas sectors, with deep expertise and nature-based solutions to mitigate climate change.What it might look like if industry leaders were brave enough to pivot and become “energy companies” instead of “gas and oil companies.”The uniquely influential role that large financial institutions are positioned to play in pressuring corporations to hedge against climate change-related exposures that could negatively (even drastically) impact markets. About global regulatory standards on the horizon, optimally written in concert with corporations and accessible to consumers and investors.Practical steps that organizations can take to establish best practices in response to increasingly robust regulatory reporting and data validation standards.Corporate ESG and sustainability today are less of a marketing feel-good feature and more of an essential resilience and risk mitigation strategy.Show Notes[00:04:59] A college Geology class blew Catherine’s mind, inspired reverence for the earth and set the stage for her journey towards becoming a geoscientist and ultimately a force for change within the world of environmental sustainability.[00:07:34] Why an advisory role within the financial services sector made sense for Catherine, who was in a position to navigate compliance and entrenched mindsets.[00:08:49] About the concept of Sustainability, which was first defined by the United Nations in 1987: “Development that meets the needs of a generation without compromising the ability of future generations to meet their own needs.”[00:09:39] What ESG (Environmental, Social and Governance) is about and how it encompasses sustainability and extends what it means to be a good corporate citizen. [00:12:34] There remains discord and a lack of common understanding internationally with regard to the foundational elements of ESG.[00:12:55] Corporations today are being held accountable to higher standards for:Environmental stewardship.Human and social equity.[00:14:04] The decade ahead promises concrete ESG action rather than aspiration because climate change is real and more pressing than ever.[00:16:07] Oil and Gas Industry Scoop: Looking for ROI and modifications in short-, medium- and long-term timeframes.[00:18:27] About untapped resources within the gas and oil industry – experts who could help counter environmental impacts such as CO2. But decision-makers must first pivot. [00:19:37] It takes bravery for large oil and gas companies to develop environmental solutions. For many smaller businesses in the sector, it’s financially unfeasible.[00:21:04] A look at what’s on the horizon in the realm of regulation and how financial institutions – managing global assets – have a fiduciary responsibility to hedge against climate change. In turn, companies must find ways to comply and reduce exposures.[00:22:54] The EU is leading the way with regulations that are designed to promote investment in green companies, create “green credits” and a commitment to oversight among financial institutions and investors.[00:26:24] Making sense of Alphabet Soup: Catherine explains efforts to optimize data to streamline corporate ESG terminology, acronyms, complex environmental initiatives and grading that are all but inaccessible.[00:30:34] Catherine shares advice for organizations looking to put in place best practices to meet quickly evolving international standards with regard to disclosures and data validation. [00:35:54] Quick Fire Questions for Catherine:What’s your dream? For everyone to unite and get along. Many individuals pulling in the same direction can make significant impacts!What do you like most about working with your team at Grant Thornton? The mind-expanding diversity of backgrounds, expertise and life experience. What are the biggest challenges faced by corporate leaders responsible for company-wide sustainability initiatives? 1) Getting educated. 2) Securing stakeholder buy-in and long-term support. 3) Coping with the pace of regulatory change and acceleration. 4) Fully committing to making change. It can be done!About Our GuestCatherine is a senior energy/sustainability specialist with 15 years global experience, who joined Grant Thornton in 2021 to lead the sustainability offering in Financial Services. Prior to joining the firm, she worked for 13 years with FTSE listed Tullow Oil, holding both technical and non-technical roles with responsibility for portfolio management, business performance and risk, working extensively with multidisciplinary teams and increasingly focusing on ESG issues.Follow Our GuestWebsite | LinkedIn 

Key Things Discussed“Rewirement” and Laurie’s career pivot into coaching.The specific roles and functions that chiefs of staff serve.The three C’s that form the basis of Laurie’s trusted advisory practice.Block-and-tackle tools and systems to optimize leadership goals and efficacy.The unique cross-industry opportunity that Laurie’s ChiefSpace group coaching program offers chiefs of staff – especially those who are operating in isolation.Valuable lessons learned, especially when it comes to speaking up early and often!Show Notes00:03:48] About the many hats that Laurie wore during a long career at AT&T and the venture she has more recently launched as a business coach for high-level leaders.[00:04:53] “Rewirement” and what it means to pivot – not into retirement but into an opportunity to leverage skills sets, experience and passions in new ways.[00:07:31] About the 3C’s that form the basis of Laurie’s trusted advisory practice: CoachingConsultingChief-ing [00:09:13] Breaking down the role of chief of staff into five parts:Air traffic controller for a leader and their team.Integrator among silos.Master communicator.Link between the executive team and broader organization.Honest broker and truth-teller, a confidante without an agenda.[00:10:08] Laurie’s take on the servant-leader role that chiefs of staff play, which is shaped by the requirements and needs of specific leaders at any given moment.[00:13:08] Why developing relationships and ensuring alignment among various team members is a critical aspect of performing the Chief of Staff function.[00:14:53] How it feels to work for a Fortune 10 company on the cutting edge of innovation, including the exhilaration (as well as occasional exhaustion and loneliness) associated with being integral to critical decision-making.[00:17:18] Laurie shares strategies she deployed with the leaders she served at AT&T, challenging narratives, providing perspective, highlighting risks and rewards and pushing back where necessary. [00:19:08] Ultimately a chief of staff’s highest purpose is to see what needs to be done and then ensure that, one way or another, it happens efficiently and effectively.[00:21:23] More about the chief of staff’s highly strategic niche:Identifying and delivering on goals.Ensuring alignment among companies, departments and divisions.Tracking progress against strategic plans.[00:22:00] About where the chief of staff function should sit organizationally and why. [00:25:35] Laurie touts the 4D Productivity System as a helpful filter for chiefs of staff:Do it – Is this a task that I can accomplish quickly?Delegate it – Is this something that could be better done by someone else?Defer it – Could this be pushed out to a later time?Dismiss it – Does this really need to be done at all?[00:27:28] About the power of time blocking, which places all planning in an intentional framework that modulates energy and maintains focused priorities.[00:27:48] More helpful tools for chiefs of staff, leaders and really anyone at any level:Apps to support morning routines and drive efficiencies.Intention-setting at the start of meetings.[00:31:16] Laurie’s ChiefSpace group coaching program targets chiefs of staff, who generally lack a support network, offering them a cross-industry opportunity to:Navigate critical decisions with speed and confidence. Act as an accountability partner and reality check. Drive alignment and maximize efficiency across the enterprise. Act as a gatekeeper, protecting and advancing leadership’s key priorities.Learn how to work powerfully and deftly across silos.  Be a strategic thought partner and proxy in executing strategy. [00:31:48] About the book Laurie is writing – which is the book she wished she had when she first started in her chief-of-staff role. It will demystify the job and offer advice. [00:34:56] How to turn challenges into foundational opportunities:Cultivate crystal-clear clarity about where you’re going and why.Implement clear communication that aligns efforts across teams.Follow up consistently to ensure alignment and anticipate issues.Put milestones in place as well as measures for tracking execution.Take time out to reflect, debrief and learn from wins and losses.[00:42:24] About the primary leadership lesson that Laurie has learned: To speak her truth early and often. It isn’t about being liked. It’s about expressing yourself as a leader.[00:45:30] Laurie shares what’s top of mind for her in advancing her work as a transformational coach and advisor, cultivating health and wellness and keeping a calendar that reflects her philosophy that time is energy. “I want to give my clients and my family and myself the best energy I can,” says Laurie.Relevant links:More about Stephen Covey's books and business strategies..Follow Our Guest:Website | LinkedIn