Dreams with Deadlines

In this episode of Dreams with Deadlines, Jenny Herald welcomes Micaela Arizpe, Chief of Staff at Personio, to discuss the intricate challenges and strategies of scaling Objectives and Key Results (OKRs) in a rapidly growing startup environment.Key Things Discussed: Navigating Growth and Process Evolution: Micaela shares her experience joining Personio at a pivotal growth stage with around 700 employees. She details how existing structures and processes began to show signs of strain under rapid expansion, emphasizing the necessity for process evolution and revamping, especially in communication, alignment, and effectiveness. Strategic Implementation and Evolution of OKRs: Delving into the role of OKRs, Micaela discusses their significance in maintaining focus, fostering autonomy, encouraging innovation, and ensuring transparency and alignment within a growing organization. She reveals how Personio adapted its OKR processes, including transitioning from simple tools like Google Sheets to more sophisticated systems, and how executive sponsorship played a vital role in the successful scaling of the OKR program. Cultivating a Network of OKR Champions: An intriguing aspect of Personio's journey is the development of an OKR Champion network. Micaela highlights how empowering these champions as subject matter experts and strategic partners in various departments was crucial. She also discusses adapting the OKR processes to remote and hybrid environments, ensuring continuous alignment and collaboration across expanding teams. Show Notes [00:00:06] Challenges of Scaling in a Fast-Growing Startup: Micaela discusses the initial challenges faced by Personio as it scaled, particularly the strain on existing structures and processes. She emphasizes the importance of evolving these elements to maintain efficiency and effectiveness. [00:04:16] The Role and Evolution of OKRs. Jenny and Micaela delve into how OKRs were utilized and adapted at Personio. Micaela highlights their role in focusing efforts, fostering innovation, and ensuring transparency and alignment within the growing organization. [00:08:09] Adapting OKRs for Remote Work and Collaboration. Jenny and Micaela cover the transition of OKR processes to suit remote and hybrid work environments. Micaela discusses the challenges and innovations in maintaining alignment and collaboration across geographically dispersed teams. [00:13:37] Principles Behind the OKR Program. Micaela reflects on whether the underlying principles of Personio's OKR program changed with scaling. She reiterates the consistent focus on core principles like focus, ownership, stretch, innovation, alignment, and transparency. [00:17:14] Strategic Priorities and Departmental OKRs. Jenny and Micaela shift to how strategic priorities feed into departmental OKRs at Personio, and the importance of aligning these with operational and financial planning. [00:48:00] Quick-Fire Questions for Micaela Arizpe: What is your dream with a deadline? Micaela shares her personal goal of publishing a poetry book, which she achieved by presenting it as a gift to her loved ones. What advice would you give folks who are scaling their OKR program? Micaela emphasizes the importance of executive sponsorship and ensuring collective commitment and involvement in the OKR process. What would you say is the most impactful lesson learned, maybe even failure, if you want to share, insight you've gained from your experience in scaling OKRs at Personio? Micaela advises focusing on training a network of OKR experts rather than creating rigid rules. She highlights the importance of decentralizing expertise to avoid becoming a bottleneck in the process. Relevant links: Masters of Scale Podcast by Reid Hoffman Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies by Reid Hoffman (Author), Chris Yeh (Author), Bill Gates (Foreword) About the Guest:Through years of experience in Customer Success, strategy and business operations, Micaela has worked with C-level executives in B2B SaaS to define and operationalize strategies that drive customer value. In her current role she helped scale Personio's OKR framework into a robust program suitable to their current size of 1800 employees and beyond.Follow Our Guest:LinkedIn | Website Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this follow-up episode of Dreams With Deadlines, host Jenny Herald sits down once again with Kenneth Lewis, Co-Founder of OKR International. Building on their previous discussion about performance management and OKRs, they delve into new territories, shedding light on the nuanced application of OKRs in diverse industries.Key Things Discussed: Failure as a Stepping Stone: Kenneth shares compelling stories from companies that initially struggled with OKR adoption but eventually found success. He emphasizes the importance of learning from failure and approaching OKRs with a change management mindset. OKRs in Non-Tech Environments: The conversation pivots to the challenges and unique approaches required when implementing OKRs in non-tech industries. Kenneth discusses the need for context-specific strategies, balancing innovation with traditional business models, and the aspiration of non-tech companies to adopt progressive practices. Sustainable Use of OKRs: Addressing the potential for OKRs to become just another management fad, Kenneth argues for a more holistic approach. He advocates for integrating OKRs with organizational rituals, focusing on purpose, and recognizing the importance of conversations and feedback alongside goal setting. Show Notes [00:00:06] The Path of Failure to Success in OKR Adoption. Kenneth Lewis shares real-world stories about companies initially struggling with OKR adoption, reflecting on their failures and learning to eventually succeed in incorporating OKRs into their operational rhythm. [00:04:16] Implementing OKRs in Non-Tech Environments. Jenny and Kenneth shift to the challenges and nuances of implementing OKRs in non-tech industries. Kenneth highlights the differences in approach required for knowledge worker-based and labor-intensive non-tech companies. [00:08:09] The Endurance of OKRs and Avoiding the Hype Cycle. Kenneth addresses how OKRs can be sustained beyond the initial hype. Kenneth emphasizes the importance of understanding the intent and principles of OKRs, rather than rigidly sticking to frameworks [00:13:37] OKRs and Organizational Culture. Kenneth and Jenny delve into how OKRs can shape and influence organizational culture. They discuss the importance of adapting OKRs to align with the company's mission, work processes, and performance goals. [00:17:14] Customizing OKRs for Maximum Effectiveness. Jenny and Kenneth explore the customization of OKRs to fit different organizations. Kenneth stresses the need to consider various factors like company size, industry, and culture to effectively implement OKRs. [00:22:07] The Future of OKRs in Business. Jenny and Kenneth discuss the future of OKRs in business. Kenneth shares insights on the potential longevity of OKRs, how they can evolve, and the importance of adapting them to an organization's unique needs and aspirations.n making sense of changes and setting ambitious experiments to close gaps. Relevant links: Masters of Scale Podcast by Reid Hoffman High Output Management by Andy Grove Measure What Matters by John Doerr “Switch: How to Change Things When Change Is Hard” by Chip and Dan Heath Conscious Business by Fred Kofman About the Guest:Kenneth's purpose is to be that eternal flame that ignites passion and performance in others. He is the founder of Atlas Learning, an investor and advisor at Purposetrade, Grassroute, and Docmode, and a consultant with multiple firms. He's also the Co-founder of OKR International, the world's largest OKR training, coaching and consulting company.Follow Our Guest:LinkedIn | Atlas Learning | Purposetrade | Grassroute | Docmode | OKR International Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of "Dreams With Deadlines," host Jenny Herald welcomes Kenneth Lewis, co-founder of OKR International, to explore the dynamic world of Objectives and Key Results (OKRs) in business. With over two decades of experience and a rich history of working with renowned companies like Colgate, Swift, and Bosch, Kenneth delves deep into the practicalities and philosophies of OKRs.Key Things Discussed: The Journey to OKRs: Kenneth shares his personal and professional journey, revealing how a background in sales, teaching, and organizational development led him to the world of OKRs. His story highlights the transformational potential of OKRs in aligning strategy with execution, focusing on goals, and fostering organizational transparency. Integrating OKRs with Performance Management: The conversation delves into the nuances of combining OKRs with performance management systems. Kenneth outlines various approaches, such as the hybrid system where OKRs feed into performance assessments and the impact of this integration on employee engagement and organizational control. Real-World Applications and Challenges: Drawing from his extensive experience, Kenneth offers vivid examples from companies like Colgate-Palmolive and discusses the practical challenges and solutions in implementing OKRs. He emphasizes the importance of adapting OKRs to the organization's culture and goals, rather than strictly adhering to predefined frameworks. Show Notes [00:00:06] Introduction to Kenneth Lewis and OKR International. Jenny Herald introduces Kenneth Lewis, highlighting his extensive experience in business and his role as the co-founder of OKR International, the first OKR consulting company in India and Asia. [00:04:16] Kenneth Lewis's Origin Story and Discovery of OKRs. Kenneth shares his journey from being a sales professional and teacher to discovering OKRs, emphasizing his experiences in sales, teaching, and organizational culture that led him to this methodology. [00:08:09] Fundamentals and Misconceptions of OKRs. Kenneth discusses the basic principles of OKRs, addressing common misunderstandings and returning to the core ideas behind the methodology, as initially envisioned by Andy Grove and John Doerr. [00:13:37] OKRs in Relation to Budgets and Investments. Kenneth explains how OKRs interact with company budgets and investment strategies, using Colgate-Palmolive as a case study to illustrate how businesses can balance budget constraints with aspirational OKRs. [00:48:00] Quick-Fire Questions for Kenneth Lewis: Dream with a Deadline: Kenneth aspires to positively impact a million lives during his career and another million post-retirement. Additionally, he has a goal for one of his invested companies to reach $5 million in revenue by 2026. When things start to go sideways in OKR implementations, what advice do you give to turn things around? He emphasizes viewing challenges as learning opportunities and advises not to be too hard on oneself, but to learn from experiences and move forward. What do you believe is the role of the C-level, or the CEO even, in the OKR program? Kenneth believes that C-level executives should have a mix of conviction and hope in the OKR program, actively participate in it, and understand that OKRs are a means to a broader organizational goal, not the end in themselves. What is the single most impactful lesson or insight you've gained from your experience with OKRs and performance management within an organization? He finds that OKRs are fundamentally simple and effective for setting and achieving goals. Their simplicity and holistic approach make them a powerful tool for organizational development. Book That Shaped His Thinking: "Atlas Shrugged" by Ayn Rand has significantly influenced him, teaching him about human potential, the importance of reason, and aiming beyond perceived limitations. Relevant links: "Atlas Shrugged" by Ayn Rand "The Fountainhead” by Ayn Rand About the Guest:Kenneth's purpose is to be that eternal flame that ignites passion and performance in others. He is the founder of Atlas Learning, an investor and advisor at Purposetrade, Grassroute, and Docmode, and a consultant with multiple firms. He's also the Co-founder of OKR International, the world's largest OKR training, coaching and consulting company.Follow Our Guest:LinkedIn | Atlas Learning | Purposetrade | Grassroute | Docmode | OKR InternationalFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of "Dreams With Deadlines," Jenny Herald sits down with Aaron Velek, Managing Consultant at Quantive, to delve deep into the world of Objectives and Key Results (OKRs).Key Things Discussed: The Role of OKR Champions: Aaron Velek provides a comprehensive view of what it means to be an OKR champion, emphasizing the importance of being a subject matter expert, a coach to leaders and teams, and a change agent in organizations. He shares insights into the qualities and skills essential for selecting OKR champions, such as problem-solving abilities, strategic thinking, and effective communication across organizational levels. Fostering a Community of OKR Champions: The conversation explores strategies for building and sustaining a community of OKR champions. Velek stresses the importance of regular training, meetings, and effective communication channels to ensure a unified understanding and approach to OKRs. He shares practical tips on organizing monthly meetups, developing comprehensive training modules, and using newsletters and technology to keep champions engaged and informed. Challenges and Success Stories in OKR Implementation: Velek shares real-world examples and success stories, particularly from his experience at SVB. He discusses how integrating OKRs into existing processes can lead to significant improvements and highlights the role of leadership and steering committees in navigating challenges and steering the OKR program towards success. Show Notes [00:00:00] Introduction. Jenny Herald introduces Aaron Velek and expresses excitement about having a colleague on the show. This sets the stage for the episode focused on OKRs. [00:00:09] Defining the Role of an OKR Champion. Discussion about what an OKR champion is, including their responsibilities and the importance of being a subject matter expert and a coach in the organization. [00:00:57] Qualities and Criteria for Selecting OKR Champions. Aaron Velek shares insights on the key qualities and criteria for selecting effective OKR champions, highlighting strategic mindset, organization skills, and the ability to communicate effectively. [00:01:37] Backgrounds and Experiences Ideal for OKR Champions. Exploration of the backgrounds and experiences that make someone an ideal candidate for an OKR champion, including roles like chief of staff and project management. [00:03:01] The Role of OKR Champions in Organizations. Discussion about the benefits of having in-house OKR champions compared to external OKR coaches, focusing on knowledge, experience, and embedding OKRs into the organization's rhythm. [00:03:48] Success Stories of OKR Implementation. Aaron shares success stories from his experience, highlighting the impact of effective OKR implementation and the role of champions in change management. [00:04:44] Responsibilities and Challenges for OKR Champions. Jenny and Aaron cover the key responsibilities of OKR champions, including leading workshops, facilitating events, and providing personalized coaching. [00:11:00] Building a Community of OKR Champions. Aaron discusses strategies for fostering a community of OKR champions, including training, frequent meetings, and asynchronous communication tools like Slack or Teams. [00:14:42] The Importance of Continuous Training and Learning. Detailed exploration of the training process for OKR champions, including fundamental, advanced, and coaching aspects, and the importance of continuous learning. [00:17:38] Utilizing Newsletters and Technology in OKR Programs. Discussion on the use of newsletters and technology to keep people engaged in the OKR program, and how these tools support the work of OKR champions. [00:23:10] Measuring the Success of an OKR Program. Aaron talks about how to measure the success of an OKR program, including engagement and adoption metrics, and the use of a maturity index. [00:24:17] The Role of the Steering Committee. A look into the role and assembly of the steering committee in guiding and supporting the OKR program, including facing obstacles and decision-making. [00:26:27] Quick-Fire Questions for Aaron Velek: What is your dream with a deadline? Aaron mentions his commitment to continuous learning without a specific deadline, making it an ongoing journey. On a personal note, he dreams of seeing his children grow up successfully in a good world, which is a constant goal for him. What strong opinions do you have about how OKRs should or should not be used? Aaron emphasizes the importance of focusing on outcomes rather than tasks or projects when using OKRs. He advises keeping the conversation around outcomes and the 'why' of OKRs to avoid turning them into mere task trackers. For an OKR champion lead about to start out, what would you suggest should be the first thing they do? Aaron recommends that new OKR champions should seek out and speak with experienced champions to understand their journey and focus areas for long-term development. What's the value of bringing someone external to help the OKR champions internally with their OKR program? Aaron highlights the value of external OKR coaches, noting that many companies lack dedicated internal resources with extensive experience in launching OKR programs. He suggests that external coaches can help launch or get programs back on track, bringing in-depth experience and knowledge. Book That Shaped Your Thinking:  Aaron cites "Extreme Ownership" by Jocko Willink as influential in shaping his mindset. He appreciates the book's focus on prioritizing critical tasks and not becoming overwhelmed, which has guided his approach to project and program management, as well as OKRs. Relevant links:"Extreme Ownership" by Jocko Willink and Leif BabinAbout the Guest:Aaron Velek, Managing Consultant at Quantive, is an expert in OKR methodology with a focus on strategic planning and change management. Known for his work at SVB, he specializes in coaching and developing OKR champions in various organizations.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode, Eleanor Manley, Co-Founder of Metta Space, delves into the critical issue of workplace misconduct and violence, shedding light on the startling statistics and the profound impact it has on organizations and individuals. Eleanor shares valuable insights into the importance of creating psychologically safe workplaces, the role of technology in preventing and resolving workplace misconduct, and the need for data-driven strategies to address this pervasive problem.Key Things Discussed: Creating Psychologically Safe Workplaces: Eleanor emphasizes the significance of fostering psychologically safe environments where employees can confidently report misconduct. Leveraging Technology for Prevention and Resolution: Eleanor explains how Metta Space employs technology, ensuring privacy and advocating for reduced resolution times in addressing workplace misconduct. Empowering Employees and Normalizing Reporting: Eleanor underscores the importance of empowering employees to report misconduct while challenging the misconception that fewer reports signify a safe workplace and discussing the complexities of addressing misconduct. Show Notes [00:00:00] Introduction to Workplace Violence and Harassment: Jenny introduces Eleanor Manley, CEO of Metta Space, discussing the complexities of defining workplace violence and harassment. [00:01:46] Identifying and Addressing Workplace Misconduct: Jenny and Eleanor explore various forms of workplace misconduct, highlighting its impact and the challenges of identification. [00:06:15] The Hidden Costs of Unreported Workplace Misconduct. Jenny and Eleanor discuss the financial consequences of unreported misconduct and the need for data-driven solutions. [00:07:56] Understanding the Root Causes of Workplace Misconduct. They delve into reasons behind the persistence of misconduct, including zero-tolerance approaches and cultural factors. [00:09:38] Legislation, Rights, and Resolution of Workplace Misconduct. Discussion on laws like POSH and the importance of swift internal resolution. [00:12:21] Addressing Workplace Misconduct at the Highest Levels. Jenny and Eleanor discuss Eleanor's invitation to speak at NATO on International Women's Day. They focus on the importance of addressing workplace misconduct to retain and empower women in STEM fields, including the challenges faced by military organizations in reporting misconduct. [00:13:47] The Crucial Role of Psychological Safety in Workplace Effectiveness. The role of psychological safety in workplace effectiveness and its impact on team productivity. [00:15:22] Leveraging Technology for Safer Work Environments. Eleanor discusses Metta Space and technology's role in prevention, reporting, and resolution. [00:20:16] Practical Steps for Creating Safe Work Environments. Jenny and Eleanor discuss practical steps that organizations and leaders can take to create safe work environments. Eleanor explains the importance of implementing clear goals and frameworks, breaking them down into pillars like prevention, reporting, and resolution. She also highlights the value of training to help employees empathize with different situations and understand the nuances of workplace misconduct. [00:22:45] Empowering Employees to Speak Up and Measuring Resolution Effectiveness. The importance of empowering employees to speak up and viewing case reporting positively. [00:24:27] Understanding the Distinction Between Breach of Code of Conduct and Breach of Law. Jenny and Eleanor discuss the distinction between a breach of a code of conduct and a breach of the law in the context of workplace misconduct. Eleanor explains that the majority of cases are breaches of a code of conduct, which may not necessarily require legal action. She emphasizes the importance of providing evidence gathering tools for individuals reporting misconduct to strengthen their case. [00:26:29] Envisioning a Future of Safe and Empowered Workplaces. Eleanor's goal of normalizing safe workplaces with data-driven support. [00:28:15] Strategies to Accelerate Resolution Time in Workplace Misconduct Cases. Strategies for organizations to reduce resolution time in misconduct cases. [00:33:00] Quick-Fire Questions for Eleanor Manley: What is your dream with a deadline? Normalize creating safe and empowered workplaces within all organizations through prevention, reporting, and resolution of workplace misconduct. What do you appreciate most about your team? Open communication, having each other's backs, and speaking up when something feels true and right. Greatest Challenge as a Leader: Lack of statistics on workplace misconduct and educating organizations about the need for data-driven approaches. Metta Space's Ideal Customer Profile: Organizations with more than 100 employees, especially those with limited HR resources. Starting with Workplace Misconduct Policies: Have strong policies and employee handbooks but ensure they are living documents with constant reminders. Intrinsic Motivation: Empowering more women in tech and creating safe workplaces where individuals can excel without facing misconduct. Contributing Factors to Exodus from STEM: Poor managerial relationships are a significant reason for people leaving organizations. Book That Shaped Your Thinking:  "Blink" by Malcolm Gladwell, emphasizing trusting instincts and the power of intuition. Relevant links: The U.S. Surgeon General's Framework for Workplace Mental Health & Well-Being The U.S. Surgeon General Workplace Well-Being PoSH Act International Women's Day 2023: NATO Presents – Innovators and Game Changers: Women in Tech Shaping the Future Google's Project Aristotle “Blink: The Power of Thinking Without Thinking,” by Malcolm Gladwel About the Guest:Eleanor Manley is the CEO of Metta Space, which helps companies prevent, report & resolve workplace misconduct. Specializing in NLP, she heads up AI, Analytics & RevOps. She has been a guest speaker at NATO and Bosch. Personally, Eleanor advocates for more women and marginalized groups to join tech, both with Metta Space's mission and mentorship.Follow Our Guest:LinkedIn | Website | X Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | X

In this episode, we dive into the world of OKRs (Objectives and Key Results) and explore the critical aspect of OKR check-ins. Our guest, Christian Ulstrup, shares valuable insights and practical advice on making OKR check-ins effective.Key Things Discussed: The Power of Weekly OKR Check-Ins: Discover why having weekly OKR check-in meetings can be a game-changer for your organization. Christian emphasizes the importance of regularity, accountability, and momentum. Balancing Art and Science: Learn how OKR check-ins require a delicate balance of science (quantitative metrics) and art (effective questions and facilitation). Find out how to make sense of confidence scores, set ambitious experiments, and avoid status update pitfalls. Reflecting for Long-Term Success: Christian outlines the significance of end-of-quarter reflections and how they contribute to sustained OKR success. Explore the concepts of "spiritually correct" and "technically correct" key results, as well as the idea of heroic narratives to shape your company culture. Show Notes [00:00:06] Navigating OKR Check-Ins Through Dante's Inferno. Christian Ulstrup discusses the three stages of OKR check-ins inspired by Dante's Inferno and how they can lead from the tedious "Status Update Hell" to the enjoyable "Weekly Sync Heaven." [00:04:16] The Purpose of OKR Meetings and Integration with Existing Practices. Jenny and Christian explore the fundamental question of why organizations should have OKR meetings. They discuss whether OKRs should be integrated into existing practices, and Christian emphasizes the importance of aligning OKRs with the organization's goals and the nature of the work being done. [00:08:09] Overcoming Challenges and Shifting Mindset in OKR Meetings. Christian Ulstrup discusses the size criteria for implementing OKR meetings, emphasizing that OKRs can work at various stages of a company's lifecycle, from startups to larger organizations. He also addresses the challenge of shifting the mindset from dull meetings to engaging, productive ones. [00:13:37] Understanding Confidence Scores and the Role of Stewards in OKRs. Christian Ulstrup explains the concept of confidence scores in the context of OKRs. He describes how confidence scores are used to assess the likelihood of achieving key results and discusses the role of stewards in providing these scores. [00:17:14] Developing Discernment and Leveraging Information Sources for Accurate Scores. Christian Ulstrup discusses the importance of attention, discernment, and decision-making in the context of OKRs, and provides insights into developing discernment and using various sources of information for accurate confidence scores. [00:22:07] Structure and Execution of Weekly OKR Meetings. Christian Ulstrup discusses the structure and execution of weekly OKR meetings. He provides details on the recommended duration, key topics to cover, and the roles of participants, including stewards and facilitators. The discussion also touches on accountability, confidence scores, and how to focus the meeting on making sense of changes and setting ambitious experiments to close gaps. [00:31:25] Success Stories of Engaging Weekly OKR Meetings. Christian Ulstrup shares success stories from organizations that have effectively implemented weekly OKR meetings. He highlights the key indicators of success, including the movement of confidence scores, which indicate that teams are actively pushing boundaries and learning. Christian also emphasizes the importance of novelty and familiarity in making these meetings engaging, drawing a parallel to serialized TV shows. He recounts a pivotal pivot decision made during one meeting and discusses the excitement that arises when team members set ambitious goals and exceed their own expectations. [00:36:36] Check-In Traps to Watch Out For in Weekly OKR Meetings. Christian Ulstrup discusses potential pitfalls and check-in traps that organizations should be aware of in weekly OKR meetings, emphasizing the importance of maintaining accurate confidence scores, avoiding status update-focused meetings, and upholding the commitment to regular meetings. [00:40:54] Sustaining OKRs Beyond Check-Ins. Christian Ulstrup and Jenny Herald explore how organizations can sustain the use of OKRs beyond their weekly check-in meetings by conducting meaningful reflections at the end of each quarter, focusing on the spiritual and technical correctness of key results, and highlighting heroic narratives that reinforce company culture and values. [00:48:00] Quick-Fire Questions for Christian Ulstrup: Dream with a Deadline: Christian shares his dream with a deadline, which involves turning his AI-enhanced code, designed to mine and highlight interesting moments in meetings, into a monetized product. He envisions this product helping organizations extract valuable insights from their recorded meetings. Common OKR Mistake: Christian points out that one common mistake people make when adopting OKRs is becoming overly focused on being objective-driven. While OKRs are powerful, he emphasizes the importance of balancing them with unbounded exploration and exploration outside the scope of objectives and key results. Book That Shaped His Thinking: Christian mentions the book titled "Why Greatness Cannot Be Planned: The Myth of the Objective" by Kenneth Stanley as a significant influence on his thinking. He recommends this book to anyone interested in OKRs as it complements the OKR process by highlighting the importance of unbounded exploration and breakthrough thinking. Relevant links: “The Divine Comedy,” by Dante Alighieri “Dilbert,” American comic strip written and illustrated by Scott Adams “Office Space,”directed by Mike Judge “Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results,” by Christina Wodtke “Succession,” the TV series “Why Greatness Cannot Be Planned: The Myth of the Objective," by Kenneth Stanley About the Guest:Christian Ulstrup specializes in OKR implementation for executive teams across industries, from tech startups to healthcare services. He complements OKRs with custom AI integrations, streamlining focus on key objectives and automating tasks. He holds degrees from MIT and Duke.Follow Our Guest:LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of Dreams With Deadlines, we delve into the world of Objectives and Key Results (OKRs) with the expert, Mark Spitzer. Mark is a seasoned coach and consultant who specializes in helping organizations leverage OKRs to drive meaningful change and achieve their goals.Key Things Discussed: OKRs as a Catalyst for Transformation: Learn how OKRs go beyond metrics to inspire innovation and creativity within organizations. Balancing Run-the-Business and Change-the-Business Objectives: Find out how OKRs can drive both incremental improvements and groundbreaking change. Achieving Alignment and Cross-Functionality: Explore practical strategies for fostering alignment and innovation across teams. Show Notes [00:00:00] Becoming an Effective Leader through OKRs. Jenny introduces Mark Spitzer, President of Spitzer Coaching, an experienced OKR and leadership expert, discussing effective leadership, creativity, vision, relationships, and motivation as essential leadership elements. They delve into the significance of OKRs as a tool to capture, communicate, and track critical goals. [00:02:23] Mark Spitzer's OKR Origin Story. Mark shares his journey, transitioning from software development to Agile coaching, and how he discovered OKRs through Felipe Castro, realizing they provide the missing link for goal alignment and shared purpose in organizations. [00:04:16] OKR Champion vs. OKR Coach: Key Differences. Mark distinguishes between the roles of an OKR champion and an OKR coach, highlighting their respective responsibilities in defining strategy and facilitating team success. [00:06:13] Seven OKR Coaching Competencies. Mark presents seven vital OKR coaching competencies that empower coaches to facilitate change, ensure accountability, and manage organizational challenges effectively. [00:09:12] Transitioning to OKRs. Mark provides guidance on adopting OKRs, emphasizing the importance of understanding individuals, gradual integration, and maintaining a focus on outcomes. [00:13:37] Identifying Teams for OKRs. Mark explains how to select teams for OKR implementation, especially in large organizations, highlighting the role of supportive leaders and teams engaged in high-impact projects. [00:22:01] OKRs as Dreams with Deadlines. Mark discusses his perspective that OKRs are "dreams with deadlines," emphasizing their role as an inspiration and motivation tool within organizations. He explains how setting ambitious goals with deadlines can spark creativity and innovation among teams, leading to more impactful outcomes. [00:24:27] Using OKRs to Improve Existing Metrics. Mark discusses OKRs' versatility, applicable to both visionary and improvement-oriented objectives, underlining the importance of context and balance. [00:27:35] Establishing Proof with OKRs: Dreams with Deadlines. Mark explains the concept of "ground shots" and advocates for using confidence scores to set impactful key results and maintain motivation. [00:34:24] Tips for Leaders on Achieving Vertical and Horizontal Alignment with OKRs. Mark shares insights into vertical and horizontal alignment, stressing the value of effective communication, active listening, and emotional intelligence. [00:41:48] Fostering Alignment Through Common Purpose and Clarity. Mark underscores the importance of finding common purpose through team exercises that connect to higher-level goals, fostering alignment and clarity. [00:46:10] The Importance of Strategic Thinking. Mark encourages organizations to make room for strategic thinking, allowing teams to explore innovative solutions and envision a more significant impact. [00:47:28] Quick-Fire Questions for Mark Spitzer: Dream with a Deadline: Mark Spitzer's dream with a deadline is to make the biggest impact possible on leaders in organizations for the remainder of his career. Common OKR Mistake: Mark believes that many people, when new to OKRs, tend to focus too much on activity accounting, feeling the need to list everything they're doing rather than aligning their efforts with meaningful objectives and key results. Best Starting Point for OKR Practice: Mark suggests that beginners should start by getting clear on what they do, who they do it for, what success looks like, and identifying opportunities within their space. Additionally, he emphasizes the importance of starting roadmaps to articulate opportunities and select one for an OKR. Future of OKRs: Mark's dream for the future of OKRs is to see them integrated into organizations' regular routines, impactful in helping companies evolve and make customers happy. He hopes that OKRs become a lasting and meaningful practice. Influential Book: One of the books that has significantly influenced Mark Spitzer's thinking is "Dare to Lead" by Brené Brown. He values the book's lessons on vulnerability, authenticity, and taking risks. Relevant links: “Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results,” by Christina Wodtke “Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.,” by Brené Brown About the Guest:Mark is a highly skilled professional coach (ICF PCC, ORSC-Trained), trainer, and consultant with over 30 years of experience working in technology, agile adoption, and management consulting – including OKRs. He partners with leaders to support their own growth and bring about positive organizational change that helps them achieve their goals.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this special episode of "Dreams with Deadlines," Dr. Jennifer Jacobs, a former nuclear physicist and White House fellow, shares her inspiring journey from the world of nuclear counterterrorism to founding Connect Our Kids, a groundbreaking organization dedicated to transforming the foster care system.Key Things Discussed: The Foster Care Landscape: Dr. Jacobs delves into the staggering statistics surrounding foster care in the United States, shedding light on the number of children in foster care, the challenges they face, and the financial implications of the current system. She emphasizes the critical importance of permanent, loving families for these children. Empowering Social Workers with Data-Driven Tools: Discover how technology is revolutionizing the foster care system. Dr. Jacobs introduces Connect Our Kids' innovative software, "Family Connections," which empowers social workers to efficiently connect foster children with their families and support networks. The software's success stories, like that of Abby, highlight its transformative impact. An Audacious Goal for the Future: Dr. Jacobs reveals Connect Our Kids' audacious goal for the next decade: to ensure that every child and family affected by foster care or at risk of foster care is connected with their people, their relationships. The organization envisions a future where social workers prioritize maintaining children's connections with their families and loved ones, ultimately changing the landscape of foster care. Show Notes [00:00:00] Introduction. Dr. Jennifer Jacobs, a former nuclear physicist and White House fellow, discusses her transition from nuclear counterterrorism to founding Connect Our Kids, inspired by reading a Time Magazine article about foster care. [00:04:10] The Foster Care Landscape: Statistics and Costs. Dr. Jacobs shares staggering statistics about foster care, including the number of children, their age when aging out, and the dire consequences faced by those who do. She also explores the financial implications of the current foster care system. [00:09:39] Transforming Social Work: Shifting Focus from Beds to Families. Dr. Jacobs highlights the challenges faced by social workers within the foster care system and the need to shift focus from finding beds for children to placing them with their own families and trusted individuals. [00:12:12] Empowering Social Workers with Data-Driven Tools and Transforming Lives. Dr. Jacobs discusses the pivotal role of technology in empowering social workers to connect foster children with their families and support networks. Dr. Jennifer Jacobs introduces the Connect Our Kids software, Family Connections, and explains how it mimics intelligence-style software to efficiently organize and search for crucial data. The discussion emphasizes the collaborative nature of the software and its potential to streamline social work processes, ultimately benefiting both social workers and the children they serve. The segment concludes with a heartwarming success story about Abby, illustrating the profound impact of reconnecting children with their families. [00:19:25] The Quantitative Impact: Transforming Lives and Society. Dr. Jacobs focuses on the financial costs associated with youth aging out of foster care without support and the substantial return on investment (ROI) achievable by redirecting resources to support these youth. The estimated ROI is over 20,000%. [00:31:15] An Audacious Goal: Connecting Children with Their People. Dr. Jacobs reveals Connect Our Kids' audacious goal to ensure that every child and family affected by foster care or at risk of foster care is connected with their people, their relationships. The organization envisions a future where social workers prioritize maintaining children's connections with their families and loved ones. [00:35:12] Quick-Fire Questions for Dr. Jennifer Jacobs: What are the current challenges that you think are potentially roadblocks or obstacles to getting to that 10-year-goal? The main challenge is the resistance to change inherent in established systems, which tends to reinforce itself, making change difficult. What Keeps You Going? The stories of individuals like Abby, whose lives have been positively impacted by Connect our Kids' work, serve as powerful motivation, despite bureaucratic challenges and setbacks. Books or Articles That Shaped Thinking. Dr. Jennifer Jacobs mentioned the book "Foster Girl" by Georgia Todd, a team member who shared her brutally honest experiences in foster care, as well as other books and articles that offer detailed accounts of why children end up in challenging situations within the child welfare system and how bureaucracy and decisions can contribute to these issues. Relevant links: “Foster Girl, a Memoir,” by Georgette Todd “Being Too Fierce,” by Lisa Cohen About the Guest:Dr. Jennifer Jacobs - CEO and co-founder of Connect Our Kids, a non-profit that helps connect foster kids with their families. Jennifer was working as a nuclear counter-terrorism expert when she noticed similarities with the foster care space. Connect Our Kids software now helps keep kids in care connected with their families.Follow Our Guest:Website | LinkedIn | YouTube | InstagramFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of Dreams with Deadlines, host Jenny Herald dives deep into the world of product management with guest Itamar Gilad, author of the newest book, "Evidence-Guided: Creating High-Impact Products in the Face of Uncertainty."Key Things Discussed: Evidence-Guided Product Management: Itamar emphasizes the importance of making evidence-based decisions in product management. He shares how to set clear goals and align them with company objectives, enabling teams to focus on what truly matters. The AFTER Model: Itamar introduces the AFTER model—a comprehensive framework that covers Assessment, Fact-finding, Tests, Experiments, and Release Results. This model guides product managers in evaluating and testing ideas effectively, leading to better decision-making. Common Mistakes with OKRs: Itamar addresses misconceptions about Objectives and Key Results (OKRs), emphasizing the need for outcome-based OKRs rather than focusing on output. He also warns against the common mistake of creating too many OKRs, which can hinder commitment and trust within teams. Show Notes [00:00:07] Introduction to "Evidence-Guided: Creating High Impact Products in the Face of Uncertainty. Jenny Herald introduces the newest book "Evidence-Guided: Creating High Impact Products in the Face of Uncertainty" by Itamar Gilad. Itamar shares the opening story of Google+ and why it was chosen to lead the book. [00:03:43] The Pitfalls of Planning Waterfall in Product Development. Jenny and Itamar discuss the concept of the planning waterfall and why it's not an effective approach in product development. [00:06:36] Understanding Evidence-Guided Development. Jenny and Itamar delve into the concept of evidence-guided development and explore why Itamar is so passionate about sharing this approach with the world. [00:08:21] The GIST Model: A Framework for Evidence-Guided Development. Jenny and Itamar discuss the GIST model, a foundational framework in evidence-guided development, and its importance in helping organizations embrace change and innovation. [00:11:22] From Idea to Reality: The Tabbed Inbox and Evidence-Based Development. Jenny and Itamar discuss the development of Gmail's tabbed inbox as an example of evidence-based development within the GIST model framework. [00:18:10] Prioritizing Ideas with the Confidence Meter. Jenny and Itamar discuss the confidence level meter, a framework for prioritizing ideas based on evidence and confidence. Itamar explains how this tool helps product teams avoid investing in ideas with low confidence and guides them towards incremental development. [00:24:55] Setting Evidence-Guided Goals. Jenny and Itamar discuss the importance of setting evidence-guided goals and how to choose the most important outcomes. Itamar explains why goals are crucial, regardless of whether you use OKRs or other frameworks, and emphasizes the need for both qualitative and quantitative aspects in goal setting. [00:31:22] Balancing Local Optimization with a Bigger Picture. Jenny and Itamar delve into the challenge of avoiding local optimization while setting evidence-guided goals. They discuss the importance of aligning team goals with the company's overarching strategy and how metrics and impact assessments can play a role in achieving this alignment. [00:37:03] Using the AFTER Model for Effective Idea Validation. Jenny and Itamar explore the AFTER model, a framework Itamar developed to help teams define steps for idea validation. The AFTER model stands for Assessment, Fact-Finding, Test Experiments, and Release Results. Itamar explains how each stage in the model contributes to the validation process, from initial idea assessment to controlled experiments and gradual product releases. [00:43:58] Quick-Fire Questions for Itamar: What is your dream with a deadline? Itamar's dream with a deadline is to help product people bring evidence-guided thinking into their product development process, ultimately leading to better products, higher value, and greater job satisfaction for everyone involved. What do people get wrong about OKRs? People often make two common mistakes with OKRs: using them to capture a plan (output OKRs) instead of focusing on outcomes, and creating too many OKRs, which leads to lack of commitment and trust in the process. When can we expect your book to be released? The target release date for Itamar's book is September 20th, with a possibility of it being released a few days later or by the end of September. What would you say is the book that largely shaped how you think?  Two books have significantly shaped Itamar's thinking: "INSPIRED" by Marty Cagan, which is highly influential in the product management field, and "The Lean Startup" by Eric Ries, which introduced the concept of evidence-guided development and the interplay between business and product development. Relevant links: “Evidence-Guided: Creating High-Impact Products in the Face of Uncertainty,” by Itamar Gilad GIST Framework ICE and The Confidence Meter Wizard of Oz tests Andy Grove The Four Big Risks by Marty Cagan “INSPIRED," by Marty Cagan Idea Validation Methods David J. Bland "The Lean Startup" by Eric Ries About the Guest:Itamar is a product management coach, author and speaker and the creator of a number of popular product methodologies. He held senior product management and engineering roles for two decades at Google, Microsoft and a number of startups. Itamar is the author of the book Evidence-Guided, and he publishes a popular product management newsletter.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of Dreams With Deadlines, host Jenny Herald interviews Tim Herbig, a seasoned expert on Objectives and Key Results (OKRs). They unpack the deeper facets of this management tool that's taking the corporate world by storm:Key Things Discussed: Journey with Tim as he retraces his formative years with OKRs, shedding light on the challenges of top-down implementations. Emphasizing utility over form, he makes a case for the importance of day-to-day applicability of OKRs in organizations. Delve into the resistance faced by product teams towards OKRs, especially when established strategies are in place. Tim's pragmatic approach champions the integration of OKRs with current team practices, ensuring they bring tangible value to daily operations. Navigate the intricate relationship between OKRs and product strategy. With a spotlight on the essence of strategy, Tim guides listeners on making strategic choices that can be tracked effectively with OKRs, bridging the gap between grand visions and actionable metrics. Show Notes [00:00:31] Discovering OKRs: A Personal and Professional Evolution. Tim Herbig's journey with OKRs began at XING, evolving through challenges and insights. He underlines the issue of top-down OKRs without clarity and stresses their day-to-day utility. [00:02:37] Bridging the Gap: Ensuring OKRs Reflect Everyday Utility and Purpose. Tim Herbig dissects the outcomes vs. outputs debate, emphasizing OKRs' bridge role between mission and daily tasks. OKRs should be flexible tools, reflecting real team tasks and challenges. [00:05:44] Marrying OKRs with Established Practices: Pragmatism Over Dogma. Jenny and Tim explore why product teams resist OKRs. Tim advocates for intertwining OKRs with current practices like sprint planning, emphasizing their practical day-to-day value. [00:08:56] Making Pragmatic Choices: How OKRs Bridge Product Strategy to Everyday Work. The dialogue between Jenny Herald and Tim Herbig delves deep into the intersection of OKRs and product strategy. Tim highlights recognizing strategy's essence, making impactful choices, and then tracking progress with OKRs. [00:14:06] Marrying OKRs with Product Discovery: From Outcomes to Behaviors. Jenny and Tim discuss tracking team/user behaviors and predicting product success using OKRs. [00:20:54] Embracing 'Better' Practices in OKRs Over 'Best' Practices. Jenny Herald and Tim Herbig delve into the nuances of better practices (adaptive and relative methods) as opposed to rigid best practices, highlighting five critical 'better practices' for effective and practical application of OKRs. [00:24:11] Aligning OKRs with Organizational Capabilities and Structures. Jenny Herald prompts Tim Herbig to share insights on the challenges faced by organizations when their desired objectives do not align with their current capabilities or structures. Tim elaborates with stories that exemplify the discrepancies between organizational structures and the application of OKRs. [00:28:52] Aligning the Cadence of Product Delivery with Outcomes. Jenny Herald and Tim Herbig discuss the challenge of synchronizing the cadence of product delivery with the desired outcomes. They ponder on the nuances of how teams should approach measuring meaningful progress, especially when direct results may not be immediately evident. [00:30:07] The Art of Developing Leading Indicators in Product Delivery. Jenny Herald and Tim Herbig delve deeper into the concept of leading and lagging indicators in relation to key results. They discuss the challenges, conceptual considerations, and the dynamism of creating proxies and leading indicators. [00:35:37] Quick-Fire Questions for Tim: What is your dream with a deadline? Tim's dream with a deadline is to do a solo travel to Tel Aviv in the next two years. When someone says they failed with OKRs previously and want to try again, what's your advice? Tim advises them to first clarify why they want to use OKRs in the first place. What's a good reason for using OKRs? The ideal reason is to enable team autonomy and outcome thinking. A more pragmatic reason is to ensure people work on the right things and maintain strategic focus. Which book largely shaped how you think? Both in general and related to OKRs. For general thinking, "Radical Acceptance" by Tara Brach influenced him the most. Regarding OKRs, he credits "Radical Focus" by Christina Wodtke and "OKRs at the Center" co-written by Natalija and Sonja. Relevant links: “Radical Acceptance,” book by Tara Brach “The Courage to Be Disliked: How to Free Yourself, Change your Life and Achieve Real Happiness,” book by Ichiro Kishimi and Fumitake Koga “Radical Focus,” book by Christina Wodtke, American businessperson and specialist in the area of design thinking, information architecture and Management Science (specializing in objectives and key results (OKR) and team productivity.) “OKRs At The Center: How to use goals to drive ongoing change and create the organization you want,” by Natalija Hellesoe and Sonja Mewes Linked Better Practices over Stacked Best Practices About the Guest:Tim Herbig is a seasoned Product Management Coach and Consultant. He is passionate about helping product teams develop better practices to measure the progress of their decisions. Tim masterfully connects Strategy, OKRs, and Product Discovery. Tim has worked on solving hard business problems and driving user behaviors in diverse product contexts.Follow Our Guest:Website | LinkedIn | YouTubeFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of Dreams With Deadlines, host Jenny Herald dives into the dynamic world of marketing with Renata Lerch. Renata shares her career journey, highlighting the evolution of marketing's role beyond departmental boundaries and the integration of operational strategies in creating a seamless brand experience. From her extensive global experience to her deep dive into different methodologies, Renata explores how these frameworks have shaped her approach to marketing.Key Things Discussed: The integration of operational strategies in marketing, aligning it with broader organizational goals. The power of blending frameworks to foster adaptation and team buy-in. Practical insights into applying methodologies in marketing for improved collaboration, prioritization, and iterative success. Show Notes [00:00:38] The Evolution of Marketing and Agile Methods. Renata discusses her career journey, integrating operations into marketing for a cohesive brand experience. She mentions Lean, Six Sigma, Scrum, and Agile methodologies' impact, emphasizing the need for framework-agnostic approaches with systems and design thinking. [00:04:21] Applying Scrum in a Marketing Environment: Team Composition and Roles. The discussion highlights roles in Scrum translated to marketing teams. The product owner's role as a liaison is crucial, and the scrum master role's absence in small marketing teams is discussed. [00:09:03] Applying Empiricism and Lean Thinking in Marketing: Mindset and Frameworks. Renata stresses mindset shifts, invoking consumer perspectives, fostering collaboration, and using frameworks for decision-making and campaign building. Transparency, data democratization, and benefit mapping are highlighted. [00:14:14] Scrum Ceremonies in Marketing: Sprint Planning and Retrospectives. The importance of sprint planning, flexible sprint duration, and the significance of retrospectives in recognizing wins and enhancing team dynamics is discussed. [00:18:50] Sprint Reviews and Retrospectives: Combining or Delineating? Renata talks about the choice between separate or combined sprint reviews and retrospectives, based on agile marketing leaders' preferences and organization size. [00:20:02] Aligning Backlog, Product Goals, and Sprint Goals in Marketing. Prioritization, deadlines, and the interconnectedness of marketing with other departments shape the marketing backlog. The synchronization of marketing goals with company deliverables is highlighted. [00:28:16] Balancing Iteration and Quality: Definition of Done in Marketing. Renata talks about the challenge of balancing iteration and quality in marketing's definition of done, emphasizing compliance with brand standards, quality, and voice and tone. [00:30:17] Blending Frameworks and Fostering Adaptation in Agile Marketing. Renata discusses blending Scrum and Kanban, adapting to the team's comfort level, and gaining buy-in through iterative, open-minded, and data-driven approaches. [00:33:49] Embracing Scrumban for Visualizing Work and Managing Overload. Renata shares her Scrumban implementation experience, emphasizing the value of visualizing work and understanding team culture. [00:36:09] Overcoming Misconceptions and Embracing Flexibility in Scrumban. The challenge of people confusing Scrum's prescription with Scrumban's flexibility is discussed, focusing on understanding best practices that work for the team. [00:44:43] Quick-Fire Questions for Renata: Dream with a deadline: Renata's dream is to have a team that is highly focused and synchronized, both within the marketing team and across the organization, understanding priorities and interdependencies, and being aware of the company's direction. Advice for embarking on an agile transformation journey in marketing: Start small and iterate. Begin with one team or implement tools like Jira or Trello to initiate the agile process, and then gradually expand and refine the approach. Biggest fail in working with agile methods: Renata shared an experience where the CEO of an organization disrupted agile processes, causing confusion and undermining progress. The key learning was that while bottom-up initiatives can work, without top-level support, it becomes challenging to sustain agile practices effectively. Books that shaped Renata's thinking: Renata highlighted the significance of the book "Systems Thinking" as a paradigm-shifting resource. She also mentioned that books on meditation offer valuable perspectives on agile methodologies. Specifically, she found Donella Meadows' book to be incredible. Relevant links: Jeff Sutherland, Inventor and Co-Creator of Scrum Donella Meadows, lead author of the books The Limits to Growth and Thinking In Systems: A Primer Thinking in Systems, by Donella Meadows About the Guest:Renata Lerch is a visionary leader and Agile marketing expert with a passion for exploring the possibilities of Design Thinking and Artificial Intelligence Applications in Marketing. Renata is a published author, renowned speaker, and trilingual executive, skilled in motivating teams and transforming marketing strategies.Follow Our Guest:Website | LinkedIn Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of Dreams With Deadlines, host Jenny Herald interviews strategy execution expert Brett Knowles to explore the intersection of technology, strategy, and execution. Throughout the conversation, Brett shares insights and practical advice on leveraging AI and large language models like ChatGPT to enhance strategy execution.Key Things Discussed: The limitations of traditional approaches and the need for agility in strategy execution. The role of AI in creating an execution ripple and assessing departmental capabilities. Building a lightweight nexus and keeping OKR systems simple for effectiveness. The evolving role of senior leadership and the importance of asking the right questions. Show Notes [00:00:18] Understanding the Distinction: AI and GPT Explained. Jenny and Brett explore the difference between AI and GPT, highlighting GPT's capacity to learn and respond to conditions. [00:02:21] Harnessing GPT's Potential in Strategy Development and Execution: Jenny and Brett discuss the benefits of incorporating GPT into strategy development, testing its recommendations, and achieving a balance between familiar and innovative ideas. [00:06:37] Unlocking the Versatility of GPT in Business Applications: Jenny and Brett explore the various business applications of GPT, including automation, decision-making, recommendation generation, option generation, and strategy evaluation. [00:11:54] Accelerating Strategy Development and Execution with AI: Jenny and Brett highlight how GPT can simplify and enhance the strategy development process, providing examples of idea generation, insights gathering, and automated slide deck creation. [00:17:11] Navigating Limitations and Challenges of GPT in Strategy Development: Jenny and Brett discuss the misconceptions, data input importance, and recognizing GPT's potential to surpass human decision-making quality. [00:23:35] Calibrating Parameters for Enhanced Strategy Execution with GPT: Jenny and Brett explore the significance of parameter calibration in optimizing GPT's performance and overcoming status quo bias. [00:30:40] The Execution Ripple and Building the Nexus for Strategy Execution: Brett delves deeper into the concept of the execution ripple, mapping connections, and enhancing GPT's insights and recommendations. [00:35:12] The Execution Donut and Building a Consistent Model: Jenny and Brett explore the interconnectedness of elements in the execution donut and the importance of a reliable and repeatable decision-making model. [00:38:38] The Evolving Role of Senior Leadership in Strategy Execution: Jenny and Brett discuss the agility needed in strategy execution, asking better questions, and embracing AI-powered strategies for a competitive edge. [00:44:43] Quick-Fire Questions for Brett: What's your Dream With a Deadline: Brett's dream is to share his knowledge with as many people as possible on an ongoing basis. He is passionate about making information available to the community, but there is no specific deadline for this dream. Using Large Language Models (ChatGPT) for OKRs: Brett emphasizes the importance of ownership when considering the use of these technologies for OKRs. If using the tools adds complexity or creates barriers to acceptance, it may not be recommended. However, he believes that organizations will eventually need to move in this direction to succeed with OKRs. Advice for Starting with OKRs: The key advice is to keep it simple. Many OKR systems fail because they become too complex, with too many objectives and key results. It is important to ensure that every individual benefits from using OKRs and that it is not just a reporting system for the leadership team. Excitement about Advancements in Technology for Strategy Execution: Brett is excited about how these advancements allow us to challenge outdated paradigms in strategy development and execution. He believes that traditional approaches, rooted in decades-old knowledge, need to be replaced or reimagined. The new possibilities open up avenues for innovative solutions. Book(s) that Shaped Thinking: Brett recommends anything written by Edward de Bono, who focused on helping the brain become more creative. De Bono's frameworks provide ways to enhance creativity without relying on external substances. Brett also highlights that while there are many business books available nowadays, they often present methodologies as isolated silos. Recognizing the interconnectedness of concepts and joining existing ideas is crucial for creating value. Relevant links: “Can Machines Think?” Alan Turing's decades-old question The Turing Test Kasparov vs. Deep Blue  The Rumsfeld Papers: Known and Unknown The Rumsfeld Matrix Peter Drucker, the Father of Management Thinking Dr. Edward de Bono, the originator of the term Lateral Thinking About the Guest:Brett Knowles is the Founder at Performance Measurement & Management. He is a renowned thought leader with a track record of spearheading strategic execution and driving remarkable performance improvement through rapid OKR implementation. Featured in Harvard Business Review, Forbes, and Fortune for his expertise in the Balanced Scorecard.Follow Our Guest:Website | LinkedIn | YouTubeFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Join host Jenny Herald and special guest Andrea Belk Olson in this newest episode of Dreams With Deadlines as they dive into the world of OKRs and the challenges organizations face in driving change and building buy-in. From understanding varied nomenclature to crafting achievable aspirations, they explore the importance of aligning organizational goals with the current state and involving people in the change process.Key Things Discussed: The concept of customer-centricity The Three Ws ideation process for empathetic thinking Integrating change in traditional manufacturing The six key components of building change buy-in, and finding the balance between committed and aspirational goals with OKRs. Show Notes [00:00:26] Introduction to OKRs and Varied Nomenclature: Andrea Belk Olson discusses her experience with OKRs and the diverse terminology used to describe them. [00:01:17] Starting with a Current State Assessment for Differentiation: Jenny and Andrea discuss the importance of conducting a current state assessment to help companies identify their core strengths, revenue streams, talent, and assets. [00:02:27] Crafting Achievable Aspirations and the Role of People in Change: Jenny and Andrea explore the importance of setting realistic and achievable aspirational goals for organizations, using the example of a client wanting to become the "Tesla of the industry."  They discuss the need to align aspirations with the organization's current state, identifying unique differentiators, and finding a target market that values those differentiators. Additionally, they emphasize the critical role of people in driving change, highlighting the importance of buy-in, individual growth opportunities, and addressing employees' concerns about skill sets, timeline, and personal advantages. [00:13:38] Achieving Customer Centricity and Shifting Organizational Mindset: Andrea shares a client example where they successfully addressed the challenges of aligning aspirations with their current state, focusing on customer-centricity and mindset shifts for growth [00:17:32] Three Ws Ideation Process for Customer-Centric Thinking: Andrea introduces the Three Ws Ideation Process from her book "What to Ask" as a framework for organizations to think more empathetically and better understand customer needs. The process involves examining the "why" by considering the customer's context, determining the "what" based on that context, and formulating a hypothesis for the "wow" solution. [00:19:40] Applying the Three Ws and Piloting for Customer-Centric Solutions: Jenny and Andrea discuss how to apply the Three Ws process to improve community events and increase participation. [00:22:21] Integrating Change and Efficiency in Traditional Manufacturing: Overcoming resistance to change in manufacturing organizations through Kaizen and manageable changes. [00:27:53] The Six Key Components of Building Change Buy-In: Legitimacy, ownership, attainability, authenticity, impartiality, and relevance as essential components for buy-in. [00:34:12] Balancing Committed and Aspirational Goals with OKRs: Jenny and Andrea discuss the balance between committed goals and aspirational goals when using OKRs. They emphasize the importance of relevance, acknowledging the day-to-day operational needs alongside the aspirational goals. They highlight the need to tie objectives to known challenges and issues, involve employees in shaping the objectives, and ensure that everyone can influence the outcomes. They also discuss the significance of breaking down the goals into manageable steps and painting a picture of the results to generate buy-in and momentum. The approach of microdosing the OKRs is recommended to create quick wins and maintain momentum throughout the journey. The focus is on measuring progress, identifying priorities, and fostering meaningful forward momentum towards the larger aspirational goal. [00:41:03] Recognizing and Rewarding Successes in Organizational Culture: Jenny and Andrea discuss the importance of examining organizational culture and reinforcing behaviors that celebrate successes. [00:45:54] Quick-Fire Questions for Andrea: What's your Dream With a Deadline: Andrea's dream with a deadline is to write her fourth book within her lifetime. What is Andrea's prevailing insight of the moment? Organizations can be hypersensitive to change, perceiving it as a personal attack on their capabilities. What is emerging from this discussion is the idea of what? What is emerging is the idea of a confident organization that acknowledges flaws but believes in their ability to improve. Where do you think the future is headed in terms of the OKR space? The future of OKRs lies in overcoming terminology hurdles and creating environments where employees can achieve success and meet customer needs. Relevant links: “What To Ask: How to Learn What Customers Need But Don't Tell You,” by Andrea Belk Olson “Getting Employee Buy-In for Organizational Change,” by Andrea Belk Olson About Our Guest:Andrea Belk Olson is a behavioral scientist and customer-centricity expert. She is the Founder & CEO of Pragmadik, helping companies differentiate and build customer-centric cultures. Andrea is a renowned speaker, published author and a TEDx presenter. She is also a contributing writer for HBR, Entrepreneur, Rotman, Chief Executive, and more.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Host Jenny Herald dives deep into the journey of Ben Lamorte, the renowned OKRs expert and founder of okrs.com, in this captivating episode of Dreams With Deadlines. Discover Ben's transformation from a network engineer to an OKR visionary as he shares his profound insights on deploying successful OKRs, overcoming challenges, and his bold coaching framework.Key Things Discussed: Unveiling the 10 universal deployment parameters for successful OKRs implementation. Exploring the distinction between milestone and metric key results and when to use each. Understanding the roles of OKRs project leads and the importance of executive sponsorship. Unpacking the real-world examples where OKRs drive outcomes over outputs. Gaining valuable perspectives on the application of OKRs in cross-functional and rapid growth areas. Show Notes [00:00:19] Introduction and Ben Lamorte's Enthusiasm for OKRs [00:00:48] OKRs as a Critical Thinking Framework: Ben describes OKRs as a critical thinking framework, emphasizing the importance of ongoing discipline and asking three key questions: Where do we want to focus for near-term progress? How do we know we've achieved the objective? What is the intended outcome of the task? These questions help define objectives and key results, align efforts, and prioritize measurable impact. [00:04:38] The Importance of Embedding Alignment in OKRs: Ben discusses the trend of embedding alignment throughout the entire OKRs program, emphasizing its importance as a critical success factor. He highlights the shift away from cascading OKRs directly and notes that more organizations are now implementing OKRs correctly from the start, leading to positive developments in the OKRs landscape. [00:08:37] Mantras for Successful OKRs Implementation: Ben shares five key mantras for successful OKRs implementation: "less is more" to focus on a small set of OKRs, "crawl, walk, run" to scale gradually after achieving success, "OKRs are not everything" as they represent the most important areas for progress, "the only way to learn OKRs is to do OKRs" by practical implementation, and "outcomes, not output" to measure intended results. The discussion also hints at the emerging trend of embedding alignment into every aspect of the OKRs program. [00:13:05] Embedding Alignment in OKRs for Organizational Cohesion: Ben highlights the importance of alignment in OKRs, emphasizing the need for clear answers to key questions and achieving both top-down and horizontal alignment. He explains that alignment should be established at each stage of the OKRs program to ensure organizational cohesion and addresses the ongoing nature of aligning throughout the OKRs journey. [00:17:00] The Importance of Universal Deployment Parameters in OKRs: Ben highlights the importance of universal deployment parameters as foundational prerequisites for successful OKRs implementation. These parameters, including setting the OKR level and defining the OKR cycle duration, play a crucial role in ensuring effective OKRs training and implementation. [00:22:55] 10 Universal Deployment Parameters for Effective OKRs Implementation: Ben identifies 10 essential parameters to define before implementing OKRs. These parameters are crucial for successful OKR implementation and training workshops.These parameters include levels, number of OKRs, scoring methods, cycle duration, milestone vs metric key results, OKR publishing and storage, performance review integration, KPI vs key result differentiation, alignment, and bottom-up involvement. [00:28:53] Roles in Defining Deployment Parameters: Defining the 10 universal deployment parameters for OKRs involves OKRs project leads from various functional teams and the executive sponsor, allowing for training based on these parameters and the flexibility to make adjustments in subsequent cycles. [00:31:32] The Distinction and Appropriate Use of Milestone Key Results: Milestone key results represent significant achievements or outcomes that indicate progress towards a future metric key result, such as obtaining permits to begin construction or listing an app on the Apple Store, and can be valuable in certain situations to track progress and set the stage for future success. [00:36:56] Distinguishing Between Output and Outcome Key Results: Jenny and Ben discuss the distinction between output and outcome key results, emphasizing the importance of outcome-oriented milestones that represent true outcomes and setting higher requirements for target and stretch key results. The challenge of committing to government approval is also highlighted. [00:39:45] Quick-Fire Questions for Ben: Where does Ben want to see OKRs.com by the end of the year? Ben wants to have a clearer definition of the impact of OKRs through an OKRs maturity model and quantifiable data on the success of OKRs. Where are OKRs most important within organizations? OKRs are particularly valuable in cross-functional initiatives and rapid growth areas like the environmental movement. Where does Ben think OKRs are headed? Ben believes that OKRs will continue to grow, and their application will expand beyond formalized goal-setting, becoming more of a mindset and a way of asking outcome-focused questions across the organization. Relevant links: Measure What Matters," by John Doerr. "The OKRs Field Book: A Step-by-Step Guide for Objectives and Key Results Coaches," by Ben Lamorte. About Our Guest:Ben Lamorte, founder of OKRs.com, is an internationally recognized OKRs coach. He has consulted with organizations around the world, including eBay, Zalando, and Booking.com. He's authored two books — Objectives and Key Results: Driving Focus, Alignment, and Engagement with OKRs (co-authored with Paul Niven) and The OKRs Field Book.Follow Our Guest:Website | LinkedIn Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this special episode of "Dreams with Deadlines," host Jenny Herald engages in a thought-provoking conversation with AI expert Gary Bhattacharjee. They explore the rise of generative AI and the evolving relationship between humans and machines. Key Things Discussed: The potential applications of generative AI. The challenges of machine ambiguity and ethics. The significance of educators in the wisdom economy. The importance of trust in building strong alliances between humans and machines. Show Notes [00:00:51] The Significance of Touchless Business in Today's World. Embrace the significance of touchless business in today's world, where Gary explores the accelerated need for digitization and virtual interactions, highlighting the challenges faced by organizations that haven't embraced these changes. [00:02:24] The Tremendous Growth Potential of the Data and AI Market. Dive into the tremendous growth potential of the data and AI market, as Gary shares staggering growth projections and emphasizes the interconnectedness between data, AI, and the cloud market. [00:03:33] From Automation to Alliance: The Evolution of AI in Decision-Making. Discover the fascinating evolution of AI in decision-making, as Gary delves into the concept of autonomy, the potential for human-machine alliances, and the psychological dynamics involved in trusting machines. [00:19:29] The Power of Generative AI and Amplifying Innovation. Generative AI and Amplifying Innovation with Gary Bhattacharjee: Unleash the power of generative AI as Gary explores ChatGPT, the democratization of AI, and the transformative potential of amplifying innovation through collaboration between the creative and technical realms. [00:29:12] Tricky Aspects and Pitfalls of Generative AI. In this part of the podcast episode, the conversation shifts towards discussing thNavigate the challenges and pitfalls of generative AI, as Gary discusses machine ambiguity, customization, ethical considerations, and the importance of responsible AI deployment. [00:37:09] The Wisdom Economy and the Importance of Educators. Embrace the rise of the wisdom economy and recognize the pivotal role of educators in shaping a responsible AI-driven future, where Gary emphasizes the need to teach machines foundational knowledge and align them with human values. [00:41:31] Quick-Fire Questions for Gary: Dream with a Deadline: Gary's dream with a deadline is to have machines and technology that can perform his job tasks. He envisions a world where machine partner with humans in equal footing and not be just an order-taker. He believes that machines should amplify human potential, accelerate the speed of thought and challenge the civilization to be better enabling a Jetsons-like lifestyle where machines take care of daily activities, such as cooking and transportation. Excitement about Bleeding-Edge Technology: Gary is most excited about the scale and acceleration of innovation that generative AI and machine-to-machine conversations bring. He also mentions the hardware advancements in GPUs and quantum computing, which have the potential to revolutionize neural networks and solve complex problems in real-time. Most Exciting AI Application: Gary mentions that he comes across exciting AI applications daily. He highlights the potential of AI twins, where every job could be replaced by an AI counterpart. This thought experiment challenges professionals to envision how their own roles could be performed by AI. Recommended Reads: Gary suggests exploring science fiction novels for imaginative narratives that can inspire real-world applications. Additionally, he recommends books on organizational psychology and ambidexterity to understand the dynamics of human-machine interaction. He mentions "Hitchhiker's Guide to the Galaxy," "Innovator's Dilemma," and "Catch-22" as some of his current readings. Shaping Thought: Gary mentions that there is no single book that has shaped his thinking. Instead, he believes that different books have influenced him at different stages of life. He emphasizes the profoundness of philosophical ideas found in various works and their applicability to different contexts. Relevant links: Hitchhiker's Guide to the Galaxy Innovator's Dilemma by Clayton Christensen Catch-22 by Joseph Heller Asimov's Three Laws of Robotics + the Zeroth Law by Isaac Asimov About the Guest:Gary Bhattacharjee is the head of AI at Infosys, with extensive experience in product development, corporate banking, financial consulting, and wealth management. He co-founded a fintech startup and holds a patent on Management of Data via Cooperative Method and System, a wiki-based data management system.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

In this episode of Dreams With Deadlines, host Jenny Herald sits down with Natalija Hellesoe, an Organizational development Coach and OKR expert. Natalija shares her insights and experiences in implementing OKRs, emphasizing the importance of leadership engagement, setting realistic commitments, and making time a priority. Key Things Discussed: The concept of "eat the frog" days and how they can help teams overcome time constraints.  The need for education, continuous improvement, and conscious implementations when adopting OKRs.  She offers guidance on developing a well-designed OKR system that aligns with the organization's goals and addresses the complexity of the business ecosystem.  The importance of avoiding mainstream implementations and fostering a community that promotes diversity of thought and continuous learning. Show Notes [00:00:37] Motivations and Challenges in Implementing OKRs for Business Success: Jenny Herald and Natalija Hellesoe discuss the common motivations and challenges faced by businesses when implementing OKRs. [00:01:37] Exploring the Pros and Cons of Implementing OKRs for Organizational Success: Jenny and Natalija discuss both the advantages and disadvantages of using OKRs as a methodology for goal-setting and organizational alignment. [00:04:13] Navigating Realism in Company Goal Setting for Effective OKRs: Natalija emphasizes the importance of strategic focus and considering other requirements and stakeholders when setting realistic OKRs. [00:06:51] Navigating Difficult Conversations for Successful OKR Implementation: Natalija discusses the need for difficult conversations in setting priorities and making commitments for successful OKR implementation. [00:07:47] The Importance of Realistic Assessments for Successful OKR Implementation: Natalija highlights the significance of conducting realistic assessments before implementing OKRs. [00:09:44] Balancing Customer Expectations and Delivering Effective Methodologies: Natalija emphasizes understanding customers' actual needs and meeting expectations while providing what they truly need. [00:10:41] Navigating the Role of Senior Leadership in Successful OKR Implementation: Natalija discusses the challenges and importance of senior leadership involvement in OKR implementation. [00:13:30] The Crucial Role of Senior Leaders in OKR Implementation and Success: Natalija emphasizes the importance of senior leadership's commitment and understanding of OKRs for successful adoption. [00:16:14] Making Time Commitment the First OKR: Natalija explores the concept of making time commitment the first OKR and provides examples of addressing time-related issues. [00:21:20] Fostering Engagement: Natalija discusses the benefits of "eat the frog" days and the challenge of engagement when introducing new initiatives. [00:23:25] Bridging the Gap: Strategies for Engaging Skeptics and Fostering OKR Adoption. Natalija discusses strategies for bridging the gap between OKR believers and skeptics. [00:27:29] Striking the Right Balance: Implementation for Successful OKR Adoption. Natalija emphasizes the importance of finding the right balance in OKR adoption and avoiding micromanagement. [00:29:46] Guidelines for Developing a Well-Designed OKR System. Natalija highlights the importance of understanding the problem, prioritizing focus, and educating oneself about different variations. [00:33:52] The Future of OKRs: Moving Towards Conscious Implementations. Jenny and Natalija discuss the future of OKRs. Natalija urges conscious implementations of OKRs and avoiding the mainstream trap. [00:35:25] Enhancing the OKR Method: Embracing Complexity and Engaging in Conversation. Natalija emphasizes embracing complexity and engaging in conversations to improve the OKR method. [00:37:47] Quick-Fire Questions for Natalija: What's your Dream With a Deadline: Natalija's dream is to go on an expedition through Greenland before turning 40. What drew Natalija to the OKR method: Natalija's interest in connections and seeing the bigger picture naturally drew her to frameworks and methods that help people understand how things belong together, and OKRs fulfill these aspects for her. Advice for those starting out with OKRs: Natalija advises not to believe everything written about OKRs, but instead to keep digging and talking to people to enrich their understanding and benefit from diverse opinions and perspectives. Where Natalija hopes to be this time next year: Natalija hopes to be in a remote location, reflecting on the past 12 months of working with great customers and finding more organizations that have embraced change in how they work together, driven by enthusiasm to make a difference. Book that shaped Natalija's thinking: The book "Speaking and Being" by Kübra Gümüşay, which explores how language shapes our thinking and determines our politics, shaped Natalija's thinking and emphasized the importance of language, also relevant in the context of OKRs. Relevant links: “Speaking and Being” by Kübra Gümüsay “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs” by John Doerr “OKRs AT THE CENTER,” by Natalija Hellesoe and Sonja Mewes About Our Guest:Natalija Hellesoe is a trainer, coach, and chance taker, supporting companies in increasing focus, autonomy, and value creation. She works with organizations at various stages of their OKR journey. Her diverse experiences and global perspective drive her to redefine possibilities.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

If you want to know what kind of team culture really exists at a company, look very carefully at how product roadmaps are developed and executed. That, says Jenny Herald's guest on this episode of Dreams With Deadlines, is where you can see the “messy, bloody war” that may or may not be going on behind the scenes. Agile consultant Maarten Dalmijn, author of a forthcoming book about using sprint goals to deliver better products more efficiently, shares fascinating insights on project management and how to optimize it.Key things discussed Why agile software development isn't about delivering more stuff more quickly. How three common gaps in understanding, effort and results hobble projects. What the Cynefin Framework is and how to leverage its domains in managing complexity – along with chaos. Why less up-front planning and more adjustment along the way enables nimble project management and a quicker path to desired outcomes. Ways to identify and mediate opposing goals that can mire projects in constraint and micromanagement. The interplay between product goals, Scrums and OKRs. Show Notes [00:03:27] Diving into the “why” behind Maarten's decision to write his soon-to-be-published book – or any book – at this point in time. [00:04:30] What Scrum can look like (flexible and supportive of change) versus what people think it should be. [00:06:48] Why being agile is about more than just shipping more stuff faster. About Maarten's effort to define what makes a successful Scrum, the outputs that drive desired business and customer outcomes and obstacles commonly encountered. [00:08:57] "Succeeding with Sprint Goals: Empowering Teams with Better Ways of Delivering Value," which is forthcoming in May, is comprised of four parts. [00:09:32] Maarten shares in the book a personal story about a childhood exercise on a Dutch island that parallels the journey of discovery that is software development. [00:13:26] A closer look at the three gaps, a model originated by leadership strategist Stephen Bungay, including: The Knowledge Gap: What we know is less than we'd like to know. The Alignment Gap: What we're likely to do versus what we actually do. The Effects Gap: The difference between desired results and actual outcomes. [00:15:51] How to avoid getting lost in “the fog of beforehand,” which can result in overcompensation and analysis paralysis that constrains or slow decision-making. [00:18:28] Humble Planning: It's not about planning less. It's about reducing upfront planning in order to leave room for critical adjustments later in the project life cycle. [00:20:17] About Dave Snowden's Cynefin Framework, designed to help manage complexity (and chaos) in times of crisis – a sort of field guide for decision-makers. [00:21:19] Delineating the domains encompassed by the Cynefin model and how they apply in a software development context: Confusion Clear Complicated Complex Chaotic [00:23:40] Understanding self-imposed friction and how rigid plans can lead to massive breakdowns in desired business outcomes. [00:27:16] How opposing goals fracture teams and slow – if not defeat – mutually desirable results while team alignment (internally and with partners) supports success. [00:30:21] Navigating “Roadmap Hell” and how a traditional project management mindset yield binary, inflexible processes that create conflict and self-defeat. [00:32:45] Want to see how agile a company culture really is? Look at their mindset around road mapping – that's where business and IT really come together and reveal the turf wars and rigidity! [00:34:06] Teasing out Part II – the “beating heart” – of Maarten's book: Sprint Goals: They depend on a clear understanding of intent, what the team is trying to achieve and why it matters. It's key to integrate foundational sprint goals into every Scrum. OKRs have a role to play in helping to prevent or break the feature factory loop. [00:36:32] Understanding the interplay between product goals, Scrums and OKRs; how they fit together in multi-faceted ways with multiple protocols. [00:38:42] About applying North Star Metrics – when and how they work and the constellation of factors that can influence measures and strategic adjustments. [00:41:42] What happens when companies don't use sprint goals? It disempowers teams. It restricts information, understanding and decision-making ability. It reduces flexibility. It leads to technical debt and prioritizing speed over quality. [00:44:42] Quick-Fire Questions for Maarten: What is Your Dream with a Deadline? Finishing up his book secure in the knowledge that he has delivered what he intended – and then some! How do you define a good sprint goal? It includes everything in the acronym FOCUS: Fun, Outcome-oriented, Collaborative, Ultimate and Singular. What's the takeaway he most wants for those who read his book? More joy, a sense of empowerment, flexibility, freedom, less effort that yields more results! Relevant links: "Succeeding with Sprint Goals: Empowering Teams with Better Ways of Delivering Value," by Maarten Dalmijn and Friso Dalmijn. More about leadership Strategist Stephen Bungay's The Three Gaps. More about Dave Snowden and the Cynefin Framework. About Our Guest:Maarten Dalmijn worked with award-winning start-ups, scale-ups and corporations in various roles before taking the leap as an independent Product Management, Agile and Scrum consultant. By blending the world of Product Management and Agile, Maarten helps teams beat the Feature Factory and uncover better ways of delivering value together.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Host Jenny Herald's guest on this episode of Dreams With Deadlines has traveled a fascinating road – one that culminated in the founding The Chief Excellence Officer™️ Academy. Mukom Tamon's unique platform advocates for frontlines managers by providing them key change management tools and the resources to ensure excellence. He shares his perspectives on the interplay between various methodologies, highlights the power and nuance behind OKRs and deconstructs his hybrid coaching framework – a blend of strategies to turn vision into execution.Key Things Discussed: Mukom's evolution in understanding how business systems build both efficiency and effectiveness – and books that opened his eyes along the way. The interplay between 4DX, OKRs and their impacts on workplace cultures. How his SIPPR Canvas enables Mukom's clients to adopt OKRs seamlessly based on clarity around how teams create, deliver, capture, and measure value. Initiating week-by-week forecasts that assess and ultimately activate resources, skills, budget, and tools to reach desired OKR outcomes. The difference between exploiting and exploring and how systems thinking can create an essential bridge between the two. Show Notes [00:00:49] OKR Origin Story: Personal Efficiency. How Mukom went from being an individual network engineer to developing credibility and excellence through efficiencies. [00:03:02] OKR Origin Story Pt II: Team Efficiency. Coming to understand that management success depends on processes that manage other people's outcomes. [00:05:10] OKR Origin Story Pt III: Building Effectiveness. Establishing a framework to move from strategy to execution with the help of an epiphany after reading "The Four Disciplines of Execution," by Chris McChesney, Sean Covey, Jim Huling. It was Mukom's bridge to OKRs! [00:07:30] From 4DX to OKRs: In response to teams who felt overworked and underappreciated, Mukom led his team co-create a "No Asshole, No Bullshit" OKR to support a healthier, stonger team. [00:11:31] The Role of Trust: How psychological safety and its impacts can be measured through behavioral indicators. [00:14:40] Elevators of Excellence: Why processes are to teams what habits are to individuals and how they can be leveraged to build trust and improve weaknesses. [00:16:44] About OKRs with a Strategy: Why workplace cultures are integral to sustained, successful outcomes. [00:18:44] Exploit Versus Explore: Balancing the elements of 4DX and OKRs in the context of immediate needs and long-term workplace cultural development. [00:22:50] About Mukom's SIPPR Canvas: Why silos don't have to be a given and can be broken down with basic tools of communication and transparency. [00:26:30] Expanding an Application: How Mukom's SIPPR Canvas adapts the Business Model Canvas to encompass team context, purpose and value propositions. [00:30:24] OKR Advantage: How having a clearly defined SIPPR canvas sets companies up to implement and adopt OKRs more quickly based on clarity around how teams create, deliver, capture, and measure value. [00:32:00] Real-Time Example: Mukom demonstrates his SIPPR canvas by applying inputs and outputs to the Dreams With Deadlines podcast's goals and operations:   Processes and projects. Short-, medium, and long-term benefits. Sources. Customer success management. Results metrics (such as leads, production, efficiency). Measurable, quantifiable OKRs based on data. [00:38:03] Using the SIPPR canvas framework both to exploit current capabilities and explore (and develop prototypes for) future outcomes. [00:39:22] About Mukom's OKR Activation Canvas: How to define narrow objectives (important!) and deploy a quality matrix to measure key results. [00:41:40] Cultivating PET: Why it's critical that managers be judicious and create systems that support Passion, Engagement, Time (and trust) among teams. [00:44:25] Key Indicators: About putting in place week-by-week check-ins to forecast (and ultimately activate) resources, skills, budget and tools to reach desired outcomes. [00:47:15] An Agile Element: How Mukom's framework injects systems thinking, enabling fluid processes that adapt to cultural challenges and predict OKR success. [00:48:44] Freedom Through Accountability: How Mukom rolled out OKRs to capture, measure and deliver value in the context of a huge telecommunications concern. [00:50:48] Strength Out of Failure: Why Mukom is always proud to share his documented failures – the foundation on which he builds demonstrable, repeatable processes, and success! [00:53:13] Going Wide: How Mukom documents clear, quantifiable results to bring leadership along when it comes time to expand OKR mandates across the organization. [00:55:33] Finding the Nuance: Why it's so important to align OKR goals with internal systems and cultures, distinguishing between leadership strategy and team execution.  [00:59:00] OKRs Are Not Strategy:  Strategy defines where to play and how to win. OKRs clarify the recipe and build the culture to get you there. [01:01:47] Quick-Fire Questions for Mukom: What's your Dream With a Deadline: To enable 10,000 frontline managers to achieve excellence in the next five years, using tools like his OKR Deployment Accelerator. What has been your most significant strategy failure to date? Failing to prioritize OKRs, believing they were applicable to everyone, everywhere all the time. Where do you think OKRs are headed? A period of backlash to their popularity and failures in the way they are executed that only gets better with time and education about best practices. Relevant links: "The Four Disciplines of Execution," by Chris McChesney, Jim Huling, Sean Covey Measure What Matters," by John Doerr Learn what Peter Drucker actually said about "culture eating strategy for breakfast." "The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change," by Stephen R. Covey About "The 13 Behaviors of Trust." "High Output Management ," by Andrew Grove Understanding Mukom's SIPPR Canvas James Clear's observation that "You do not rise to the level of your goals. You fall to the level of your systems." About "The Fifth Discipline: The Art & Practice of The Learning Organization," by Peter M. Senge "The OKRs Field Book: A Step-by-Step Guide for Objectives and Key Results Coaches," by Ben Lamorte About Our Guest:Mukom Tamon is the founder of The Chief Excellence Officer™️ Academy, a platform that teaches frontline managers how to design and built an infrastructure of team excellence. He has over 13 years of experience in global workplace cultures and is an OKR visionary.Follow Our Guest:Twitter | LinkedIn | WebsiteFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

When it comes to OKRs, nothing predicts success like patience and flexibility. And on this episode of Dreams With Deadlines we find out why from Elie Casamitjana, Co-Founder and CEO of Impactivs and the visionary behind OKRmentors. A globally recognized expert in all things OKR, he joins Host Jenny Herald to explore the kinds of workplace cultures best suited to implementing this change management framework, especially during challenging economic times. He's sharing thoughts on fostering engagement and lessons learned about the best predictors for – and deterrents to – successful adoption.Key Things Discussed: The difference between vertical and horizontal approaches when it comes to effective implementation of OKRs across varying geographies and cultures. What Elie considers some of the basic prerequisites for companies that want to ensure sustainable change management. How rigid, top-down workplace cultures generate resistance to the OKR methodology – while agility and communication are precursors of success. Why OKR frameworks can be applied with great results in times of crisis – if leadership understands how to be nimble and bring the whole team along. Show Notes [00:00:30] Origin Story: How Elie first incorporated OKRs to inspire and empower distributed teams all working together to build, launch and manage tech products. [00:02:40] What Drives Elie: Why a desire to effect change and equip teams to fulfill their social and environmental missions has been foundational to starting up both Impactivs consulting and OKRmentors' certified trainings and master classes. [00:04:15] Emerging Network: A closer look at the OKR Forum International and other ways in which evangelists are pooling their expertise to train and connect practitioners. [00:06:00] The story behind Elie's book: "La méthode OKR : Objectives & Key Results - le guide pratique (Le management en pratique)," a practical guide to managing OKRs. [00:07:40] Vertical v. Horizontal: Why cultural and geographical nuances require understanding and programming that accommodates varying workplace styles.  [00:09:30] Prerequisites that set the stage for OKR adoption success: An agile approach that integrates fluid, bottom-up planning and adaptation A clearly defined champion (or team) consistently leading the charge and keeping things on track Upfront understanding that iterations are unavoidable and to be expected Thoughtful, deliberate strategies around team engagement and buy-in [00:12:05] Elie's Take on Common Misconceptions about the OKR Methodology: We've already defined our goals. (The process in fact goes far beyond goal-setting or objectives to integrate practically and operationally.) We're already using more than enough KPIs to measure results. (All indicators are not created the same nor do they all incorporate necessary priorities.) OKRs are set and forget – a glorified “to do” list. (This completely misses the importance of active discussion and the iterative process necessary for success.) [00:15:45] Culture & Need: OKR adoption works less well for organizations that are: Managed primarily top-down Committed to rigid long-term planning Resistant to transparency and communication Reluctant to empower teams and give them autonomy Already running smoothly and not interested in implementing transformation [00:18:33] Recession Preparedness: How OKRs can be kept relevant and deployed as effective tools for clear, agile decision-making and realignment in fluid crisis situations. [00:22:35] Why Recovery (and Staying Nimble) Matters: OKRs are a means, not an end, when it comes to adjusting focus, reinventing value props and maintaining relationships. [00:25:43] Elie Shares a Successful OKR Case Study:Significant ROI achieved by helping to define strategic goals and operational variables (like packaging and pricing) at Wecandoo, a French platform supporting a global marketplace for craftspeople and artisans to share their expertise. [00:29:36] There Will Be Challenges: How (especially legacy companies) often struggle with change management and why communication problems demand … more communication to clarify, engage, excite, promote empathy and foster long-term buy-in across teams and departments. [00:32:48] What Sustained Change Management Absolutely Requires:  An investment of time. Leadership and effective sponsorship. Robust, repetitive, ongoing communication. Patience with the process! [00:39:57] Quick-Fire Questions for Elie: What's your Dream With a Deadline? Inspiring mission-driven leaders committed to making a better, healthier world the mainstream standard. Why are you so passionate about OKRs? They provide a simple framework to take missions from vision into action and reality. What was your greatest strategic execution fail and what did you learn? Change works best when people feel like they are part of the decision-making process – a lesson learned by having unsuccessfully tried the top-down approach! What do you think is the future for OKRs? The more they are integrated across industries and leadership styles, the more the framework will become a seamless part of the organic fabric of workplace cultures. What advice would you have given to your earlier self about the OKR practice? Surround yourself with good support and expertise! What is a book that has largely shaped how you think? It's a mix of books, podcasts and other media highlighting the stories of entrepreneurs and leaders who have demonstrated resilience and the ability to make change happen!  What's your current favorite podcast? Guy Raz's "How I Built This." Relevant links: "La méthode OKR : Objectives & Key Results - le guide pratique (Le management en pratique)," by Elie Casamitjana. "Powerful: Building a Culture of Freedom and Responsibility," by Patty McCord, who was Chief Talent Officer at Netflix. About Our Guest:Elie Casamitjana is a founder, CEO, and OKR Enabler at OKRmentors. He's an expert in OKRs, Strategy, Product Management, and more. Elie is also an author and speaker on entrepreneurship initiatives for sustainable development goals.Follow Our Guest:Website | LinkedIn | TwitterFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Host Jenny Herald's guest on this episode of Dreams With Deadlines describes himself as the Chief Cheerleading Officer and OKR Shepherd for his successful digital marketing, interactive and creative agency. As founder of both Green Parrot and Develtio, a spin-off software company that transforms traditional services into digital products, Szymon Paroszkiewicz has woven OKR initiatives into his company's culture – with great results! He's sharing insights about what it looks like to implement new systems and processes within a services-oriented workplace culture.Key things discussed How to juggle objectives in a fluid, client-centric environment. Why prioritizing KPI results is less important than staying nimble and true to your company's big-picture OKR goals. What it takes to overcome internal resistance and secure buy-in at every level of the enterprise. The importance of making room for failure along the way, iterating OKRs that work for your specific corporate culture and needs. Where you're likely to see OKR value-add – saving time, optimizing resources, fostering communication, and boosting revenue. Show Notes [00:02:30] Origin Story: How Szymon became an OKR convert and ultimately an evangelist at his ad agency and spin-off software company. [00:04:10] Going Large: How Szymon initially went with a wholesale, up-and-down the enterprise approach to introducing OKRs – with mixed (if promising) results. [00:05:15] A Bespoke Strategy: Why internal OKR goal-setting and incremental adjustments are easier for teams to implement than going strictly by the book. [00:08:36] Juggling Key Results: Because the digital marketing world is so dynamic, it's critical to keep priorities and adaptations fluid, based on shifting metrics and solutions. [00:11:48] Customer Satisfaction: What it looks like to map OKRs as client-centered service providers, including:  Staying focused on OKRs as an internal measure of progress and results. Using KPIs, like sales revenue, unique users, or amount of features delivered on time as the measures for project success.  [00:14:25] Team Sport: Why it was important to adapt OKR strategies that worked at the board and managerial level in ways that served the development and success of individual contributors by keeping the process team-oriented. [00:16:00] Chasing Success: How Szymon positions KPIs like revenue relative to influencing OKRs as a byproduct rather than a hyper-focus dominating overall OKRs.  [00:18:35] Thumbs Up: Even though the process can be time-consuming and requires resources, Szymon believes OKRs offer consulting businesses tremendous upsides. [00:20:35] Overcoming Resistance: How modeling commitment and flexibility through various iterations in OKR implementation eventually secures buy-in across teams. [00:22:49] Long-Term Champions: A look at the shift in dynamics as early adopters sometimes lose interest and early resisters come to enthusiastically embrace the metrics, enhanced communication and other benefits iterative OKRs confer.  [00:25:15] Quality Control and What It Looks Like to Measure for Success: Celebrating wins (something Szymon wants to do more frequently) Reevaluating metrics based on how easily they were met Analyzing objectives that failed for clarity and, where necessary, restating Building on what's working and optimizing through iteration Hosting company-wide post mortems to provide transparency on OKR progress [00:27:30] Before & After OKRs – and Their Net Business Impacts: Overall savings through reduction in wasted time, resources and energy Fewer, but more focused and effective initiatives at all levels of the company A clear roadmap that provides employees – especially newer hires – access to the objectives and processes that support corporate success Communication and transparency to support the execution of goals [00:30:38] Celebrating Success: About how OKRs have supported the recent integration of a new CRM system – and scores of other value-adds up and down the organization. [00:32:47] Quick-Fire Questions for Szymon: What's Your Dream With a Deadline? To create systems that support a holistic life personally and on a professional level to create platforms to help manage the accelerating impacts of AI on the digital marketing and ad space. What's Next for Your OKR Program? Not overthinking or unnecessarily tinkering with initiatives that are in place and working; perhaps adding monitoring tools. Advice For Someone Just Starting Out? Making mistakes with OKRs is part of the process and a good thing. So don't stress or over-worry the process! A Book that Has Shaped the Way You Think? "Measure What Matters," by John Doerr. "The 4-Hour Workweek," by Timothy Ferriss. Can You Share Some of the Mistakes You've Made?  Getting a slow start on building proprietary software products and platforms. (But the ball is rolling now …) Being a marketing company that was not doing a good job marketing itself! (But new promotional strategies have now been rolled out …) Relevant links: "Measure What Matters," by John Doerr "The 4-Hour Workweek," by Timothy Ferriss About Our Guest:Szymon Paroszkiewicz is the Founder & Innovation Director at Green Parrot Digital Marketing, an interactive creative agency that develops and deploys digital marketing strategies. He is also CEO at Develtio, a spin-off software company based in Poland that transforms traditional services into digital products and solutions.Follow Our Guest:Website | LinkedIn Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

It all starts with meaningful conversations. That's what Jenny Herald's guest on this episode of Dreams With Deadlines believes, and he's got data points to back it up.Devon Brown of Inciting Leaders shares insights on the evolution we've seen over the past decade from traditional top-down performance management techniques to a more continuous, ongoing framework that encourages ongoing communication.Key Things Discussed Why meaningful results start with meaningful peer-to-peer conversation The difference between (and mechanics behind) one-on-ones versus check-ins How to apply OKRs and measure for individual success within a team context Driving what matters: Choosing to emphasize behavior, delivery or both The future of performance management – what it looks like and what it needs Show Notes [00:00:35] About innovating the transition from traditional performance management to continuous performance management, starting in 2009 and accelerating as the function has shifted away from HR. [00:01:50] Why shifting the performance management model away from top-down annual event to ongoing, frequent conversations empowers managers and employees. [00:03:04] About the potent combination of Conversation, Feedback and Recognition (CFRs) with Objectives & Key Results (OKRs) at the heart of visionary leadership. [00:04:06] What poor management looks like versus a continuous, integrative approach that seeks to develop skills and adapt to situations on an ongoing basis. [00:06:33] Distinguishing between leaders and managers, where their skills overlap and why their tendencies are often (wrongly) conflated: Leaders create change while managers react to/execute on it. Leaders are people-focused while managers tend to be process-oriented. Leaders seek feedback while managers avoid or minimize vulnerabilities. [00:09:00] How the tension between organizational, team and individual application of OKRs can be managed to create a culture that supports progress across the enterprise. [00:14:30] Applying OKRs to and measuring for individual success – and growth – within a team context within a robust continuous performance management framework. [00:17:28] Why performance management is trending towards a team emphasis: Increasingly complex global and internal business structures The intensifying need for cross-departmental communication and collaboration [00:18:43] Defining “check-in” versus “one-on-one” conversations: Check-ins are ongoing conversations about performance, development, expectations wellbeing, and general feedback. One-on-Ones are solution-oriented, task-oriented, operationally-oriented and tactical. [00:20:25] A deeper dive into the big-picture, strategic nature of “check-ins”, including these four types: Assessing and adjusting to effectively manage expectations and goals. Short- and longer-term career development. Ongoing feedback conversations, both positive and negative. Overall, holistic well-being within a personal and professional context. [00:22:50] Why well-being conversations are key to the current workplace landscape: Pandemic-related recognition that people are not computers and have emotions. Potentially isolating hybrid conditions. The need to be in touch with whether workers are engaged – or not. To maximize retention and corporate loyalty. [00:27:01] How “performance” and “relational” currencies impact outcomes – and why. [00:29:13] Driving what matters: A look at which levers to pull in measuring for success and how they vary based on whether the emphasis is on behavior, delivery or both. [00:34:16] Distinguishing between the “what” (results) and the “how” (behavioral) in managing OKRs for both teams/individuals. [00:37:00] About identifying and incentivizing individual behaviors that build towards positive team results (without leaving behind a trainwreck). [00:41:20] Looking at the future of performance management: A move away from the individual towards team management through ongoing feedback. A tremendous need for enhanced leadership and training for stronger ongoing conversations at all levels of the enterprise. Integrative software systems to support ongoing agility and adaptability. [00:46:39] Quick-Fire Questions for Devon: What is your dream with a deadline? To impact 1,000 leaders in 2023 with positive downstream results across company cultures and individual lives. What is the No. 1 thing leaders can be doing to uplevel performance? There's no one thing, but frequent and ongoing conversations are essential. What advice would you give to people undertaking an OKR journey? It's easy to get excited by the idea of results, but stay attuned to how concepts like stretch and transformation actually fit into your workplace culture and history. What book has shaped the way you think about leadership and performance management? "The Leadership Pipeline: How to Build the Leadership Powered Company," by Ram Charan, Stephen Drotter and Jim Noel. "The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever," by Michael Bungay Stanier. Relevant links: "Measure What Matters: OKRs, the Simple Idea that Drives 10x Growth," by John Doerr More about Daniel Montgomery and Agile Strategies, an OKR consultancy More about Dr. David Rock and his Neuroleadership Institute "The Leadership Pipeline: How to Build the Leadership Powered Company," by Ram Charan, Stephen Drotter and Jim Noel "The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever," by Michael Bungay Stanier About Our Guest:Devon Brown transforms teams and organizations using neuroscience research for insight, habits, and performance. He considers both individual and organizational behavior change with a systemic approach. Certifications include NLI Brain-based Coaching, Hogan, DiSC, MHS EQ-i/360, KAI, and Linkage – Purposeful Leader.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

OKRs. In this episode of Dream With Deadlines, Host Jenny Herald sits down with Lucas Gauzzi — OKR Coach and Head of Consulting Services at Sierra Studios — as he shares the importance of strategic communication in building trust and generating momentum for organizations. Lucas shares that a structured and deliberate approach to change management is necessary for successful implementation of OKRs.Key Things Discussed The significance of trust in organizations and identifying four key behaviors to measure trust Using surveys and go-to-market metrics as proxy metrics to measure the success of OKRs and build trust between business development and product teams Using John Kotter's eight-step model to institutionalize change when implementing OKRs in his company, emphasizing the importance of having strong leadership and dedicated change agents to drive program effectiveness Show Notes [00:01:50] Lucas mentions the importance of trust in organizations and highlights four key behaviors that can measure it. He also shares his experience leading an OKR rollout in a multinational company motivated by misalignment and wasted team effort, which was successful due to creating a sense of urgency using the book "Measure What Matters." [00:05:00] Jenny and Lucas discussed proxy metrics and how they were used in tracking the success of OKRs. Lucas shared his experience in using surveys to understand if people were trusting the process, but eventually found that a good way to measure a trust relationship between BizDev and product was the go-to-market metric. This became the proxy metric that was used to see if all of these aspects of trust, communication, and client needs were being met. [00:06:54] Lucas Gauzzi discusses how he approached change management when implementing OKRs in his company. He talks about how his first attempt failed due to a lack of structure and trust-building, which led him to research change management models and use John Kotter's eight-step model. He then discusses how he formed a coalition of the willing, found innovators, celebrated wins, and created a rollout plan to institutionalize change. He also discusses the importance of having strong leadership and dedicated change agents, and how he and a peer from HR orchestrated the adoption of OKRs company-wide, with the support of sponsors and knowledge replicators. [00:18:26] Lucas Gauzzi discusses the specifics of his company's OKR program and cadence. He explains how they used OKRs to diversify and make changes that were necessary for the long run. Lucas also discusses how they brought different siloed teams together and created a new dynamic that contributed to achieving key results. Additionally, he mentions the challenges they faced and the emergent dynamics that helped change systemic behavior using OKRs as a tool. [00:22:32] Lucas discusses the success of the OKR program and how the leadership team's support was key in driving its effectiveness. He describes a pivotal moment when senior management presented the company's achievements in an open check-in meeting, showcasing the exponential results achieved through the program. This led to increased buy-in and a culture where people embraced change. [00:27:02] Quick-Fire Questions for Lucas: What's your Dream with a Deadline? Lucas' dream with a deadline is The speaker's goal is to change societies through entrepreneurs, as they believe that entrepreneurs are the key agents of innovation within cultures. What's your one piece of advice you'd give people out there who are trying to give OKRs a go? Pace yourself and make change enjoyable. How do you craft a good proxy metric? Starting with a measurable layer can lead to the development of effective proxy metrics over time. What is the book that really shaped the way you think? Thinking in Systems from Donella Meadows. Relevant links: Neuroscience of Trust, Harvard Business Review article by Paul Zak Measure What Matters by John Doerr Change Management Model by Kurt Lewin The 8-Step Process for Leading Change by John Kotter Finite and Infinite Games by James Carse The Infinite Game by Simon Sinek Thinking in Systems from Donella Meadows About Our Guest:Lucas Gauzzi is an experienced Enterprise Agile Coach with a background in complex systems management, data storytelling, agile methodologies, and OKRs. He also facilitated strategy planning and provided data analytics support. He has worked as an IT Product Manager, Agile Consultant, Developer Leader, and Software Developer.Follow Our Guest:LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

When it comes to anything in the realm of OKRs, there are few practitioners anywhere with the depth of expertise and insight Host Jenny Herald's guest brings to this episode of Dreams With Deadlines. Natalie Webb, owner at Cloud Peak Enterprise Group LLC, has worked with the full spectrum of process and change management methodologies. But nothing, she says, delivers results on par with the OKR programs she has helped roll out over the years at companies across sectors from Health Care to Aviation, Manufacturing to FinTech.Key Things Discussed How to get executives onboard with the level of transparency associated with tracking and measuring performance and other indicators What naysayers bring to the equation and how to open their minds, ease their fears and allay their concerns Why it's important to keep teams honest about reporting their outcomes from quarter to quarter – not just wasting everyone's time with “serial cloning” The cultural and financial effects to the bottom line when work and efficiencies are improved Tips for establishing new Standard Operating Procedures and ingraining teams with the benefits of OKRs Show Notes [00:02:25] Jumping Right In: Natalie starts off with a look at transparency on the OKR journey and how that sits with executives across the gamut of business sectors [00:04:34] Where workplace culture fits into the conversation about OKR adoption, especially in times of upheaval and when there's a lack of alignment across leadership [00:06:31] Turning Naysayers Around: Natalie shares the case study of an executive whose resistance she was able to surmount by listening effectively, building trust and breaking the process into digestible, credible pieces [00:09:20] What's top of mind strategically for companies riding the tide of economic uncertainty: A “radical shift” from being understaffed and struggling to find quality hires to now enjoying an abundance of talented resources A strong focus on high-quality, selective hiring with an emphasis on DEI [00:13:10] About shifting efficiencies and maintaining revenue with fewer resources – both in terms of personnel and workplace tools [00:14:36] Inputs to Get to Outcomes: What it looks like to run KPIs and OKRs in tandem, leveraging their complementary nature and measurable results based on already ongoing performance metrics  [00:17:05] Putting Serial Cloners on Notice: How Natalie audits and holds accountable leadership that phones in OKR results from quarter to quarter, undermining the hard work, collaboration and team efforts [00:20:22] Measuring the body of work for results and making course corrections in real time is critical to OKR success and requires foundational support, including:  Linking directly to project plans Tracking milestones Creating transparency and visibility into processes Building humility into planning [00:23:35] How OKRs can be deployed to create the cross-leadership alignment and team habituation that ensures sustained change across the enterprise: Increased communication around goals and outcomes Increased understanding of interdependencies and dependencies Setting the stage for improved collaboration Accountability as a tool to increase efficiencies [00:27:11] Natalie's best practices for enlisting executive leadership's commitment to helping teams find the time to set, report and confer about OKRs and OKR progress:  Create a streamlined, agile, one-stop-shop environment for all OKR processes Integrate regular and easily accessible project reporting functions Pause to assess – and celebrate – quarterly benchmarks, improved efficiencies/time savings and progress towards goals [00:29:36] Making It Stick: Natalie shares two examples of environments (health care, lithium-battery manufacturing) where sustained adoption occurred not because of enforcement or coercion but because leadership championed – and teams witnessed – direct benefits, including: Agility based on transparency Timely risk identification and mitigation Access to nimble course correction Rapid, effective inter-departmental communication and collaboration Time- and effort-saving efficiencies Clarity and recognition around the value of and purpose behind the work [00:35:19] Quick-Fire Questions for Natalie: What's your Dream with a Deadline? A legacy of having helped clients whose work is about making important contributions, effecting positive change and touching lives. For instance, a hospice organization she works with in New York What are some strategies you've seen organizations deploy that boost the success of OKRs? Be truthful and forthright in calling out inflated objective or key results – sooner not later. Staying honest and authentic upfront saves time! What advice would you give to an OKR champion trying to turn around naysayers?  Listen to and validate the skeptic's concerns or fears on an ongoing basis Explain the purpose of the methodology and how it showcases bodies of work  Emphasize that nothing is carved in stone and agility is built-in Figure out the key results and metrics that resonate and matter culturally Accept that there will always be naysayers – some of them harder to win over than others About Our Guest:Natalie Webb is an executive with 6+ years of OKR Expert experience and 15+ years' experience in Global Consulting Engagements & Technical Leadership. She has led OKR implementations at 18+ global companies to include the framework, tools, facilitation of strategy sessions and 1000s of executive level coaching sessions. Her work spans industries from Healthcare, Aviation, Technical/Digital Transformation, FinTech, Manufacturing and Supply Chain. Natalie also has Big 5 Consulting Experience as Sr Engagement Leader and Principal on the Account Team.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

This episode of Dreams with Deadlines with Host Jenny Herald showcases the work of two dynamic women – each with a complementary area of expertise – who have joined forces to address how over-50 workers factor into the future of our global economy. Dominique Ben Dhaou and Ellen Kocher, co-authors of "Wake-Up, Shake-Up, Thrive!: How to Lift Up Your Life in Your 50's and Beyond — Swiss Secrets to Not Growing Old," share with us their strategies for retaining older employees and building a sustainable framework for helping corporations of all sizes keep their organization's healthy and nimble.Key things discussed The fact that only 8% of companies internationally have included age in their Diversity, Equity and Inclusion initiatives. Why it's critical that we embrace a five-generation workplace model. The five dimensions of mental and physical health that corporate leaders and individual employees should be addressing. Why measuring efficiencies in the workplace is a holistic exercise, requiring a systematic assessment and trackable, qualitative measures. The co-authors' book, "Wake-Up, Shake-Up, Thrive!: How to Lift Up Your Life in Your 50's and Beyond — Swiss Secrets to Not Growing Old." Show Notes [00:02:16] Introducing two women who are using their complementary talents to reshape workplace cultures with their vision for creating sustainable, purposeful employment for people of all ages. [00:03:06] About the huge demographic shifts that will impact the workplace of the (not-so-distant) future and how Dominique and Ellen are leveraging their decades of experience to help corporations navigate with customized, structured action plans. [00:06:47] A closer look at the challenges posed by a rapidly aging Western workforce, including impacts to productivity and availability of skilled workers. [00:08:10] Why embracing a five-generation workforce is relevant and its implications: Businesses are suffering the economic consequences of an insufficient supply of employees with the skills and competencies to serve clients. Older team members often feel disengaged, disenfranchised or dis-incented. Misconceptions and biases tend to flourish if left unchecked. Retaining (and respecting) older workers communicates a psychologically safe workplace which can cultivate loyalty in younger workers as well. [00:16:50] How Diversity, Equity & Inclusion initiatives include age in only eight percent of companies globally. The bright spot: 75% of CEOs recognize the importance of managing age diversity. [00:17:29] Looking at the many workplace stressors and how mental health and wellbeing have come to the fore as corporate and social priorities. [00:20:54] Breaking down the five dimensions of well-being and how they sustain(or undermine) workplace cultures. Those elements include: Physical. Emotional. Intellectual. Spiritual. Financial. [00:29:52] How Dominique and Ellen help companies embed employee actualization within overall corporate goals and outcomes. It starts with the checklist they have developed based on their combined decades of experience, including questions like: What are you doing? Are you happy with it? What are you not doing? Is it important to you or not? How do we create a roadmap that embeds those in corporate cultural priorities? What bottom-line impacts will these necessary changes have? [00:32:43] How Dominique and Ellen's dynamic, nimble, hands-on approach builds bridges to change at every level of the enterprise while anticipating business impacts. [00:35:42] Measuring for Efficiencies: A study has shown that companies – large and small, regardless of nation or origin – are wasting 51.5% of payroll every month due to  factors like operational dysfunction or disaffection among workers. [00:39:23] Case Study: Ellen shares the powerful example of how a bank in Geneva used the five dimensions to shift the mindsets of employees who, feeling undervalued by their employer, had been taking their assets elsewhere upon retirement. [00:42:00] About the tagline: “Don't Grow Old Waiting” and how Wake-Up, Shake-Up, Thrive! was founded on a holistic platform that celebrates the privileges of being over-50. [00:43:48] Why over-50 workers and entrepreneurs are well-positioned for success due to demographic shifts that make them a renewable resource worth retaining! [00:46:52] The authors share insights into their book, "Wake-Up, Shake-Up, Thrive!: How to Lift Up Your Life in Your 50's and Beyond — Swiss Secrets to Not Growing Old," their 2/3s “learning” and 1/3 “doing” formula and other tips for keeping workers engaged at every stage of growth and life. [00:50:23] Quick-Fire Questions for Dominique and Ellen: What's your dream with a deadline? Boosting the numbers of companies that include over-50 workers in their DEI plans. Also: Getting things done, making an impact and living balanced, healthy, happy lives. Where should business leaders start in addressing the challenge of retaining and optimally integrating older members of the workforce? Consider bringing in experts to assess the organization and identify tools for measurable outcomes. What does a person who is thriving within an organization that is thriving look like? It's someone who: Has clarity about why they're working. Knows what their contributions are. Has healthy boundaries. Feels a sense of purpose and excitement about the job. Intentionally chooses to stay. Relevant links Link for Deloitte study: "Workers wanted: How the 50plus age group can help tackle the looming labour shortage: Ageing workforce challenge in Switzerland." More about the work of the National Wellness Organization's Multicultural Competency Committee. The Surgeon General's 2022 report: "Workplace Mental Health & Wellbeing." A link for McKinsey's report, “Help Your Employees Find Purpose or Watch Them Leave” can be found here. "Wake-Up, Shake-Up, Thrive!: How to Lift Up Your Life in Your 50's and Beyond — Swiss Secrets to Not Growing Old," by Ellen Kocher and Dominique Ben Dhaou. About Our Guests:Dominique Ben Dhaou, a co-founder of Wake-Up, Shake-Up & Thrive, initially built a corporate career that allowed her to travel the world beyond her native Switzerland, while simultaneously gaining vast experience as a C-suite executive. After 30 years in upper management of Human Resources, she realized that her career was draining rather than enlivening her. At 53, she embarked on a journey to entrepreneurship, both as a coach/consultant and co-author with Ellen Kocher of "Wake-Up, Shake-Up, Thrive!: How to Lift Up Your Life in Your 50's and Beyond — Swiss Secrets to Not Growing Old." Their practices focuses on helping professionals reinvent their careers to be in alignment with their values and purpose.With a master's degree in Health and Wellness Coaching, as well as accreditations in Coaching, Workplace Wellness, Mindful Eating and Health, Ellen Kocher has built a second career around a non-diet, mindfulness-based approach to eating, physical activity, holistic health and self-care. She is a co-founder of Wake-Up, Shake-Up & Thrive as well as a co-author with Dominique Ben Dhaou of "Wake-Up, Shake-Up, Thrive!: How to Lift Up Your Life in Your 50's and Beyond — Swiss Secrets to Not Growing Old."Follow Our Guests:Website | Dominique@LinkedIn | Ellen@LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

From earliest stage start-up to coveted unicorns status, few people have had more of a front-row seat on helping grow businesses than Jenny Herald's guest on this episode of Dreams With Deadlines. Luca Cipriani, who is Head of Architecture and OKR Coach at Jimdo, knows intimately the strategic elements that make scaling ventures fly or fail – and he's sharing his rules of the road. It all starts, he says, with building nimbleness and psychological safety into the blueprint from your start-up's earliest days while keeping goals flexible without losing sight of the core North Star mission.Key things discussed How integrating OKRs into processes from the outset ensures they are foundational at every stage of execution. What the goals should be in building a framework for your start-up journey. Why it's important not to tie key initiatives too closely to key results. Which ingredients successful start-up cultures tend to share in common. What are some predictable barriers to building a healthy workplace – and how to head then off at the pass. The show wraps up with Luca's thoughts on the importance of keeping OKRs simple and giving teams the room to evolve, experiment, iterate and surprise. How integrating OKRs into processes from the outset ensures they are foundational at every stage of execution. What the goals should be at the outset of a start-up journey. Why it's important not to tie initiatives too closely to key results. Which ingredients successful start-up cultures tend to share in common. What constitute the most predictable barriers to building a healthy workplace – and how to head them off at the pass. Show Notes [00:03:13] Getting Started on the Journey: About at what point in scaling Luca Introduces OKRs and other optimization solutions. [00:04:33] What are the goals when implementing OKRs at an early stage: Creating strong alignment from the outset. Instituting systems to measure as much as possible any relevant KPIs. Introducing rational metrics that can anchor young founders as they navigate the high-stakes, high-stress start-up phase. Establishing a framework for what success looks like and means. [00:06:23] Balancing Quality and Quantity: Luca recalls how he has helped start-ups create sustainable objectives through systematic, evolving feedback. [00:09:08] It's a process: Why Luca believes OKR processes must necessarily be iterative and have built into them an assumption that there will be missteps as well as the need for reflections and adjustments along the way. [00:11:13] What it looks like to help founders or teams, at whatever stage, assess on an ongoing basis and roll those learnings into go-forward plans. [00:13:08] Luca explains how he deploys OKRs – and parses outcomes versus outputs and inputs – with early-stage start-ups that don't yet have a well-established baseline. Companies must have a clear North Star. Putting initial metrics in place can be a way to get started getting started putting measurable processes in place. [00:15:12] How Luca helps start-ups move into a scaling phase, deploying OKR processes that keep companies on track with their vision and strategy: Top-up as well as bottom-down collaboration. Intentionally aligned KPIs understood across teams. Cross-department communication to promote consistent global goals. [00:18:33] Why it's important not to tie specific initiatives to key results: It can yoke people to fruitless busy work. It reduces nimbleness. It thwarts creative problem-solving. It discourages experimentation. [00:20:38] Luca shares examples of unconventional wins and success stories worth millions of dollars saved through out-of-the-box flexibility with OKRs. [00:23:36] Going off the Rails: Illustrations (both real-world and in film) of how communication gaps, micromanagement and relentless pressure can take companies off course and away from core values by pursuing the extraction of value at any cost. [00:30:15] About mastery, purpose, autonomy and how flexible OKRs can be leveraged to motivate teams. [00:30:54] Taking a closer look at workplace cultures and the attributes Luca has seen in the unicorns with which he has worked: Maintaining a unity of purpose. Creating an environment in which all team members feel they're contributing. Preserving inter-departmental intimacy and removing barriers to communication. Cultivating agency among teams to be autonomous and work autonomously (i.e. minimize micromanagement). Delegating judiciously – enough but not too much. Emphasizing unity of purpose. Fostering psychologically safety so that teams feel free to seek help and admit failure. [00:36:05] About the concept of aligning around the perfect number of OKR objectives. And that number is? One! Not because there aren't other goals, but because the overarching focus needs to stay on the business's true North Star. [00:37:09] What Luca sees as the most common barriers to building healthy, effective workplace teams: Lack of communication. Toxic behaviors that squelch authenticity and honesty. Siloed teams. Lack of direct interaction and feedback. Lack of autonomy or agency to self-organize, act independently and surprise. [00:40:28] A Round of Quick-Fire Questions for Luca: What's your Dream with a Deadline? To have fewer things to do and to do them faster! What management techniques and practices do you believe have most helped the teams with which you've worked? Attention to detail, staying open-minded, helping people figure out how to raise the bar on quality. What advice would you give to keep teams focused while scaling up and incorporating OKRs? Set and communicate expectations clearly! Relevant links: https://lab.okrbusiness.com More about Monsters, Inc. More about The Lego Movie. "Drive: The Surprising Truth about What Motivates Us," by Daniel Pink. More about the views of OKR coach Christina Wodtke. About Our Guest:Luca Cipriani is an OKR Coach and Engineering Manager with great expertise in SaaS products and companies. A strong contributor to Open Source software, he also has a proven record in managing developers and other managers, scaling teams and SaaS businesses and making them successful.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key things discussed The use of OKRs in organizations and how to make them more effective. The importance of decoupling OKRs from financial incentives and using them to assign resources and help people achieve their objectives. Rianne shares her approach to getting buy-in from different teams and senior management, and her belief that the logic of OKRs is undeniable. A more radical approach to budgeting, using OKRs to drive budgeting, which provides a clear intent and strategy. The importance of showing that resources are available to help staff achieve their OKRs and how this approach can lead to a better and more strategic budget. Show Notes [04:05] Rianne Roggema walks us through her career since becoming a managing director for the first time at 25, started her own business at 28, and sold her digital marketing agency, Irie Digital Became the CEO of a merged business, Duwun, and grew the team from 15-20 to 80 by the age of 30 She was searching for a tool to manage such a large team, and got introduced to OKRs Her latest venture, Practic, helps leaders and entrepreneurs become better leaders by using OKRs Rianne Roggema started her career with a six-month internship at Rocket Internet in Myanmar, and then became the managing director of the company She started her own digital marketing agency, Irie Digital, but as the team grew, she realized she needed a better way to set clear goals and direction for the team, and that's how she got introduced to OKRs She found OKRs to be a good tool for managing her team and facilitating them to do their best, and that's why she started Practic to help other leaders and entrepreneurs to use OKRs in their businesses [07:17] Jenny and Rianne discuss the use of OKRs (Objectives and Key Results) in organizations Rianne started using OKRs with a team of 12 and believed it could work for small teams OKRs are a simple concept, but can become bloated if people add too much to it The introduction of OKRs can bring attention to bloatedness already present in the organization OKRs can help make bloated processes more organized and reduce them. [09:14] Jenny and Rianne discuss the implementation of OKRs in a newly merged business where the team initially struggled with them and did not like them. The CEO, Rianne Roggema, managed to solve some of the team's concerns by giving them more clarity around the company's goals and the employees' success criteria, as well as decoupling OKRs from financial incentives. After a half year of implementing OKRs in a new way, the team came to love them and even missed them at their new jobs. [12:28] The discussion on how to make OKRs (Objectives and Key Results) more effective in a business. The first step is to decouple OKRs from incentives, as linking them may cause people to be defensive and less open to discussing success and failure. The second step is to use OKRs to assign resources and help people achieve their objectives, rather than just monitoring and evaluating them. This helps increase acceptance and effectiveness of OKRs. The final topic discussed was incentives, as there are already systems in place for many businesses to assess performance and offer bonuses or promotions. Rianne talks about detaching these incentives from OKRs. [15:06] Making incentives work with OKRs. Rianne detached financial performance bonuses from OKRs but kept them as part of the annual performance conversation, with 50% of the assessment being based on OKRs and the other 50% on company values.  Different people are incentivized differently, with salespeople usually motivated by bonuses and others more by job satisfaction. The clear goals set by OKRs help employees see how they are doing and being valued for their good work, which can lead to promotions but not necessarily direct financial bonuses. [17:13] Listeners can learn that OKRs are a simple management tool that can be adapted to fit an organization's specific needs. In this case, a media organization (Duwun) used a bottom-up approach, where local teams decided their own strategies and created their own OKRs, rather than a top-down approach where a central leadership team would dictate global OKRs. This approach worked for Duwun as it aligned with the company's DNA, which values local initiative in journalism. The local teams presented their OKRs and had discussions with top management for possible adjustments. Centralizing the OKRs would not have worked for Duwun, as journalism is contextual and varies by local market. [21:08] Rianne shares her approach to getting buy-in from different teams and top management. She believes that the logic of OKRs, including clear goals and measurable results, is undeniable and can be helpful in settling debates within a company. On a senior management level, Rianne exposes any unclarities or differences to well-intended managers, and most of the time, they agree to try OKRs. On a team level, Rianne stresses the importance of showing that resources are available to help staff achieve their OKRs. She gives an example of how she, as a manager, provided resources to her editor in chief to fulfill an OKR, which led to her team realizing the benefits of OKRs. [25:50] Rianne discusses a more radical approach to budgeting beyond the traditional annual planning and budgeting cycles. She shares that often, budgeting involves merely adjusting numbers in Excel to make them work, without a clear strategy behind it. To overcome this, Rianne suggests using OKRs to drive budgeting. OKRs can provide a clear intent and strategy, helping to link budgeting to specific goals such as launching a TV channel or getting into YouTube. By linking the budget to specific goals, Rianne believes it will lead to a better and more strategic budget. [29:53] Rianne believes that the success of OKRs depends on the leader. The leader must lead by example, show that OKRs are a priority, and make sure all conversations tie back to the OKRs. When OKRs are working effectively, meetings have clear goals, and ideas from team members are presented as OKRs. When team members propose projects as OKRs, it makes discussions between employees and managers easier. [33:28] Listeners can learn that the dynamic of conversations change when they focus on the progress made towards their OKRs rather than the day-to-day tasks. This helps people feel like they're manifesting results, making the experience more fulfilling. The concept of clear goals and trust is also emphasized, as trust within an organization is crucial for success. Managers should avoid over-managing and trust their employees to figure out how to achieve the agreed upon outcomes. Trust and clear goals are key to a successful outcome. [36:27] Quick Fire Questions for Rianne: What's your Dream with a Deadline?Rianne Roggema wants to help other entrepreneurs find peace through OKRs by starting a group program for five entrepreneurs in mid-February with the goal of finding five entrepreneurs to join the program. What is a change in the business brought by OKRs that you are proud of?Rianne answered that the shift from micromanaging to people being able to use their own specialties and having clear goals led to better outcomes with less effort by the management. What is your advice for someone who has tried OKRs before but didn't work, and they want to try again?Rianne's advice for someone who tried OKRs previously and it didn't work is to be willing to admit that they need to get better and ask for help in implementing OKRs better, which she believes can solve many of the problems. About Our Guest:Rianne, the CEO and Founder of Practic, started her career at 25 as a managing director for Rocket Internet in Myanmar and later started her own digital marketing agency, Irie Digital. After struggling with managing her growing team, she got introduced to OKRs and found them to be an effective tool for setting clear goals and direction for her team. She then started Practic to help other leaders and entrepreneurs use OKRs in their businesses.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key things discussed The challenges of implementing a customer-centric approach in a large organization and the strategies for overcoming silos and incentivizing teams to work together The importance of building resilience and pushing decision-making to the lowest possible level The value of creating a clear, actionable plan with options and risk management and the importance of scenario planning and how to navigate the bureaucratic process The importance and techniques for getting buy-in and alignment from multiple stakeholders and driving customer-centricity Insights on the future of banking and the role of innovation in achieving financial goals The need to reserve capacity for innovation and experimentation. Show Notes [03:20] Jonathan walks us through his background and career trajectory in the financial technology and design thinking industry. He began as a consultant in public relations, then moved to the client side working on environmental sustainability at DuPont and financial innovation and literacy at Wells Fargo. He went on to lead design thinking at Credit Suisse, and now wants to scale it up on an industry-wide basis.  [05:32] Jonathan discusses the issues with the customer experience in the banking industry, specifically with regards to the automated phone systems and the metrics used to measure customer satisfaction. The common experience of long hold times and poor customer service when calling companies, specifically mentioning the banking industry. The reasons behind this experience, such as internal incentives and metrics that focus on the wrong things. How the pandemic has exacerbated the problem and the opportunity for new market entrants to provide better service. The importance of viewing customer service and success as an investment, not a cost, and measuring success metrics such as first call resolution and true customer satisfaction. [10:10] Jonathan suggests that to change the mentality of companies to be more customer-centric, the focus should be on middle management, who can be partnered with to change the company's incentives, investments, and employee treatment in order to improve customer satisfaction and loyalty. Middle management plays a key role in translating strategy into operation plan The importance of changing the mentality internally, especially in customer success and financial departments Focusing on customer delight rather than just getting the last penny out of them The importance of investing in employees, providing living wages and benefits, the right training and technology support to enable them to do first-call resolution The push towards AI and automation in banking and how it should be approached, focusing on the customer's needs and simplifying the process. [14:35] Jonathan highlights the importance of empowering employees in the middle management level to make decisions and aligning their incentives with that of the company's goals, in order to achieve better customer satisfaction and long-term growth, rather than using fear, uncertainty and doubt to push for change. [21:44] Jonathan discusses the importance of starting with middle management in order to change the way companies operate and become more customer-centric. He emphasizes the importance of empowering employees to make decisions appropriate to their level of authority in order to drive change. Jenny highlights the importance of customer satisfaction and how lost business can occur when a customer has a substandard experience with a company and chooses not to recommend them to others. Jonathan gives an example of how a bank he worked for took a customer-centric approach to their payment products, but faced barriers that were not technological in nature but rather human and business-driven. [25:16] Jonathan talks about the difficulty of incentivizing teams to work together in large organizations where silos and competing incentives can prevent collaboration. He uses the example of creating a microsite for customers to make payments, which crosses different organizational lines and value streams. The main problem he faced was getting buy-in from peers who owned different product P&Ls, as they were incentivized to focus on other things. He attempted to address this by having in-person conversations and acknowledging the reality of the situation, building relationships, empathy and trust. He suggests using quantitative measurements and metrics that account for customer satisfaction and success, and empower people to make decisions appropriate to their level of authority. He also emphasizes the importance of building organizational incentives that align with customer satisfaction and success. [30:40] The conversation is about how to incentivize teams to work together, specifically in the context of a microsite that is customer-centric and crosses different organizational boundaries. The challenge is that different business units are incentivized to optimize spend for the outcomes that they think are most important given their remit. Jonathan shares how he had to sell the idea to his peers who owned different product P&Ls and get buy-in from them. He acknowledged the reality of the situation and built empathy and trust by being honest about what they were facing. He had multiple stakeholders and product owners involved in the project, including product managers and their supervisors. The next step after getting buy-in is to actually build it and sequence and prioritize it across multiple business areas, which poses its own set of challenges such as getting on the release calendars and limited capacity. The importance of scenario modeling to quantify the potential benefits of the project and make it less abstract for stakeholders The challenge of building a new section of the system that is customer-centric rather than product-centric and how it takes time to get approval from senior executives The loss of capacity and engagement with customers due to the disruption of the existing system, which is not built to serve customers but rather internal goals and incentives. [40:11] Jonathan Alloy discussed how he and his team got executive buy-in for a project to make the customer experience more human-centric and less product-focused. He emphasized the importance of understanding the executives' role in managing risk and presenting them with clear, actionable options. He also highlighted the importance of showing how risks will be mitigated and having control plans in place. He also acknowledged the complexity and bureaucracy that can be involved in getting new ideas approved in large companies and the potential for competitors to gain market share because of this. He emphasized the need for companies to reserve capacity for innovation and new ideas to stay competitive in the market. [46:42] This part of the conversation highlights the positive outcome of the project, and that it resulted in the company becoming more customer-centric rather than product-centric. Jonathan also discussed the importance of considering the customer experience when implementing new technologies like AI and chatbots, and how focusing on cost savings alone can lead to a poor customer experience. He also talked about how innovation in customer experience can come from outside of large financial institutions, and how empowering employees to make good decisions on behalf of the business can lead to great solutions that serve the customer experience. [50:54] Quick Fire Questions for Jonathan: What's your Dream with a Deadline?Jonathan Alloy's dream with a deadline is to drive a race car as he has never done it before and thinks it would be an amazing experience. What do you appreciate most about the people you work or have worked with?Jonathan appreciates the commitment of the teams he has worked with to support and look out for each other as individuals, and values the human connections made in the workplace. He mentions that he has maintained relationships with people he has worked with for 20-30 years and that they are still friends. Jonathan's advice on how to overcome challenges when executing new ideas within a company, particularly when dealing with bureaucracy and personality conflicts.Jonathan gave three pieces of advice to people facing strategy execution challenges and bureaucracy roadblocks. The first advice is to be willing to ask and put oneself out there. The second is to recognize that you're dealing with human beings and to be empathetic and sympathetic to their point of view. The third is to recognize the systems that are in place that can limit our choices and to think about how to adapt those systems to work better for employees and customers. What is the one thing a middle manager can do to empower their team? What should they help them do to empower them?Jonathan Alloy suggests that the most important thing a middle manager can do to empower their team is to look for opportunities to push decisions down to the lowest possible level, meaning giving more autonomy and decision-making power to the team members closest to the problem or issue at hand. What is top of mind for Jonathan Alloy?Jonathan Alloy's top of mind is trying to figure out the future of banking and how to help customers achieve their financial goals in the second half of the 21st century and wants Publicis Sapient to play a role in that. About Our Guest:Jonathan Alloy is an experienced executive in the banking and finance industry. He currently works at Publicis Sapient, a digital transformation agency, where he focuses on helping financial institutions innovate and improve their customer experiences. In this episode of Dreams with Deadlines, Jonathan shares his firsthand experience in strategy execution, facing bureaucratic roadblocks and overcoming personality issues while striving to innovate and benefit the customer. He provides valuable advice on how to navigate these challenges and offers insights on the future of banking.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key things discussed The connection between business agility and OKRs in private equity The role of OKRs in alignment and focus within an organization The principles shared by various frameworks such as OKRs, Scrum, and SAFe The importance of understanding and implementing frameworks effectively The benefits of dynamic team organization and shuffling based on OKRs The value of discussing outcomes rather than specifying outputs and having conversations about OKRs The dangers of chasing the next shiny thing without fully understanding and implementing it The connection between agile principles and OKR success The role of transparency, collaboration, and psychological safety in creating a successful environment for progress and continuous improvement The challenges and opportunities in improving work environments and creating meaningful progress in organizations. Show Notes [03:04] Yuval walks us through his background in IT and product development and begins using agile practices in his work. After moving to the US in 2015, he started consulting and coaching different types of organizations and began incorporating OKRs into his work with agile processes and helping organizations improve their use of OKRs. [04:33] Yuval walks us through his experience in private equity The role of OKRs and business agility in private equity The investment hypothesis How to apply agility to the process of finding the right way to reshape your go-to-market strategy [09:03] Yuval dives deep on when OKRs are not applicable [11:03] Yuval shares his insights and examples of best applications of OKRsOKRs are an alignment framework [12:43] A look at how Prezi, a presentation software, and their OKR-friendly way of managing the work in their organization [14:47] A look at the different frameworks (OKR, Scrum, SAFe) [16:03] The pitfalls of not getting the value or understanding the different frameworksHow organizations struggle to get value out of OKRs [19:41] High-level overview of Ron Jeffries and Scrum One of the three founders of the Extreme Programming software development and The Agile Manifesto Ron Jeffries' article: “We Tried Baseball and It Didn't Work” [20:35] What makes Scrum great? A relatively simple and lightweight framework that's really laser focused on achieving empiricism The structure of Scrum and how it can be used to develop the business How to create a rhythm of making progress in an environmental uncertainty with Scrum [28:06] Scrum became popular and spread quickly Many people using Scrum did not fully understand the principles and applied it with traditional project management approaches These people saw Scrum as a template rather than a continuous improvement process This led to the development of "Scrum Theater" or "Zombie Scrum" where people were just going through the motions of Scrum without fully understanding and implementing its principles When an approach becomes too popular, the knowledge about it becomes thinned out and there are more people who are just following it because it is popular, leading to more haters of the approach [33:31] Yuval discusses how OKRs should be used for goal alignment and focus on outcomes, in conjunction with evidence-based management. He stresses the importance of empiricism and empowering teams to achieve outcomes. [37:06] Yuval is discussing the concept of empowerment in agile processes and how it leads to better solutions and motivated employees. He emphasizes the importance of providing teams with the necessary knowledge and expertise and allowing them the autonomy to come up with and execute experiments within certain constraints. He also discusses the role of frequent feedback and access to leadership in empowering teams. [42:06] Jenny and Yuval are discussing how empowering teams to achieve a specific goal can lead to innovative solutions and improved business performance. The importance of empowering teams to achieve goals and the motivation and effectiveness of empowered teams The role of constraints in providing direction for teams while still allowing for flexibility and creativity The value of fast feedback loops and cross-functional collaboration in achieving outcomes The dangers of micromanaging and a lack of safety in communication The concept of "scheduled chicken" in which multiple groups work towards a deadline without being transparent about issues or challenges. The use of OKRs to align organizations around goals and focus on outcomes The benefits of using empiricism and focusing on outcomes rather than activities The concept of evidence-based management, which involves continuously evaluating progress and adjusting course as needed [46:25] Quick Fire Questions for Yuval: What's your Dream with a Deadline? Yuval's goal is to help organizations create environments that allow people to have an impact on work processes and to provide more case studies on this topic in the next few years. Can you share an example of a meaty strategy execution challenge, and how did they overcome it? Relevant links: Prezi's product development approach Ron Jeffries, one of the three founders of the Extreme Programming software development Fixing OKR Theater Using Agile/Scrum Principles Ron Jeffries' article on Scrum: “We Tried Baseball and It Didn't Work” Scrum.org Evidence-Based Management Guide Yuval Yeret's article on OKR Theater and OKRs in Name Only  Zombie Scrum, an article by Barry Overeem on Scrum.org "Fixing your OKRs”, an article by Yuval Yeret About Our Guest:Yuval Yeret is an expert on agile methodologies and OKRs, with experience in coaching and consulting a variety of organizations on their agility journey. With a background in IT and product development, he has helped businesses improve value and profitability through private equity deals and digital transformations.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key Things Discussed The tools that Talentful provides clients ramping up and expanding (much as Talentful itself has been doing throughout its steep-growth startup trajectory). Why strategy, replicable work, decisions and change are among four key areas  on which to focus when it comes to creating and implementing OKRs. The data-driven tools Talentful's state-of-the-art methodology leverages to help clients identify, onboard and retain talent. How to manage competing demands and balance long-term, proactive startup development standards and priorities against near-term reactionary fire drills. Show Notes [00:02:13] Jenny introduces Jem, who shares her journey from teacher to recruiting at a time when Talentful was just launching in London. [00:04:53] What Talentful brings to the table as a personalized intermediary aligning and optimizing companies' hiring goals, practices and execution. [00:06:00] Some of the tools Jem deploys to help clients: Creating new Applicant Tracking Systems (ATS) to leverage metrics. Training/interview prep. Hiring qualified identified applicants. [00:07:13] About Jem's transition into an operational role and engaging Talentful's employee base through the use of Objectives and Key Results (OKRs) [00:08:11] Activity within companies typically fits into one of four buckets: Strategy. Replicable work. Decisions. Change. [00:08:48] Jem highlights her areas of focus (strategy and replicable work) and the role that OKRs play in keeping operations on track. [00:09:53] Standardization of replicable work practices and how OKRs serve as a framework to support the process. [00:11:38] How “pushing down decision-making where the data  lives” enables teams to make the right decisions when leadership is not in the room. [00:13:39] What a data-driven approach means in the context of onsite client consulting and aggregating metrics to understand timeline, pipeline and other activity. [00:14:43] Jem explains outdated versus state-of-the-art hiring practices Talentful has developed to get the right people in the right roles at the right time. [00:17:38] About the context-driven nature of recruiting – including the nuance of understanding candidates, contours of individual roles and fit with team cultures. [00:18:58] Weighing in on talent retention – what it takes and the culture as well as strategies that Talentful deploys within fluid, often challenging, distributed workplace: Knowledge sharing: Communication through channels like Slack is candid and supportive. Heavy emphasis on collaboration over competition [00:23:29] Jem traces the impacts of a steep growth trajectory and the challenges it has manifested throughout Talentful's growth and development, including: Siloing of work across geographies and departments. Lack of global cultural understanding and shared definitions. Lack of clearly articulated SOPs. Time lag in communicating replicable models. Fragmented data and segmented/overlapping systems. [00:26:43] Strategies that Jem and the operations team use to advance understanding and move teams cross-departmentally towards OKRs include: Writing down procedures and making sure everyone is on the same page. Defining and validating data points. Using metrics to establish baseline workplace integration and functionality. [00:30:22] Insights on ramping up new team members quickly and effectively through strategies such as: Establishing clear, standardized, replicable procedures. Using tech tools, such as video resources, to optimize and customize training. Providing data-driven decision points. Fostering safety and permission to fail. Deploying seasoned talent to share institutional knowledge with new team members. [00:33:58] Getting down to startup priorities among competing urgent demands, balancing long-term proactive development against near-term reactionary fires. [00:36:13] About making judgment calls for “edge case” clients with regard to bending SOPs based on mitigating factors (like revenue, length or ease of engagement). [00:36:48] Jem explains “edge case” accommodations and scaling back  Talentful's team of “Talent Directors” as the result of economic downturn. [00:39:53] A shout out to VUGA – volatility, uncertainty, complexity and ambiguity – and weighing investments and resource allocation against future goals and realities. [00:40:08] Wrapping up with Quickfire Questions for Jem: What's your Dream with a Deadline? Mastering CrossFit and feeling confident enough to enter a competition when she's “very much someone who doesn't want to compete unless I think I have a chance of winning.” Does Talentful have a bragging channel? Jem is looking to convert a “goals channel” to a space reserved for kudos and celebrating team wins of all kinds. As a seasoned veteran, what advice would you give someone just launching strategic OKRs? Don't underestimate the amount of time it takes to roll out an effective program. Don't rush! Brainstorm, establish sound metrics and get teams fully onboard. About Our Guest:When Jem Pauley joined Talentful five years ago, she was among a small group of people with a shared vision to change the perception of recruitment. Now with a team of 100+ talent partners working in London, Berlin and the US, Talentful is helping clients recruit, hire and retain talent while navigating a steep growth trajectory of its ownFollow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key Things Discussed: Where ESG and CSR overlap in their mandates to develop better corporate citizens. The UN's 17 Goals for Sustainable Development and how that's going. The challenges associated with creating reliable, long-term metrics by which to track individual company efforts to reach carbon neutrality. The difference between – and examples of – carbon offsetting and insetting. Innovative technologies Guenter is involved with and what's on his horizon. The episode wraps with some lively Quick Fire Questions that will leave you inspired to join Guenter in driving hard towards creating the environmental solutions we need! Show Notes [02:20] Guenter brings us up to speed on his career trajectory, from academia (where he acquired advanced mathematical and analytical skills) to the Boston Consulting Group, where he was introduced to a steep learning curve across industry sectors. [03:25] Defining the E, S and G of ESG, a framework for supporting Environmental, Social and Governance measures for corporate responsibility: Provides a common language to discuss non-financial indicators and parameters. Connects corporate impacts in a global context. [06:50] While there is overlap, ESG and CSR (Corporate Social Responsibility) are not completely interchangeable. CSR has traditionally been a somewhat vague, even random, corporate commitment to philanthropy, community engagement, stockholder expectations and compliance/risk mitigation. ESG is the framework or vehicle through which to measure and quantify social impacts beyond financial metrics, the boardroom or day-to-day business. [10:28] Guenter places ESG within the context of 17 Sustainable Development Goals defined by the UN, including challenges such as hunger, poverty, health, economic development. [13:00] Does ESG impact the bottom line? Guenter argues yes and that evidence suggests that environmental and social elements in particular pay off in terms of both overall corporate and global health. [16:26] Challenges and Concerns: What metrics can be put in place based on hard indicators such as CO2 emissions developed based on sector-relevant resources and practices. Large accounting firms and regulatory control will also have a role to play. [18:42] Affordability, especially for small- and medium-sized businesses, will be determined in large part by scaling of technology and automation in the coming years.  [19:44] Impact measures and the fuzziness around defining them because of a lack of longitudinal tracking measures and the murkiness of long-term timelines.  [22:17] Guenter's thoughts about developing corporate solutions and plans for capturing impact measures in terms of political and scientific indicators: Using a flexible framework for collecting data. Implementing pro bono efforts to help environmental nonprofits. [26:25] Guenter explains the difference between carbon offset and inset: Buy your way out versus build your way out? It's nuanced! [30:07] Guenter gets granular with specific examples of offsetting methods, relative levels of impact available through programs in place today as well as innovative new technologies under development to scale efforts to stabilize and sequester carbon. [33:04] Guenter shares projects he's excited about with Sinkco Labs, which is developing a carbon-neutral alternative protein source, as well as a new app in beta testing that will offer consumers a simple way to get an ongoing read of their carbon footprint based on travel, dining out and other lifestyle patterns. [38:54] Quick Fire Questions for Guenter: What Is Your Dream With A Deadline?  Helping all sectors – but most especially the corporate world – realize their pledges to be profitable as well as socially and environmentally responsible. What do you appreciate about the teams you work with? The passion for common goals, excellence and pursuing a mission to make a difference. What challenge have you overcome and how did you do it? By pivoting in the right way at the right point in time. It's about stepping back to reassess, even if it means shifting your direction or strategy. Advice for effective team-wide and company-wide goalsetting? Focus on creating a shared vision that excites and enfranchises all stakeholders, which will lead to high levels of buy-in, satisfaction and success across the enterprise. What's top of mind for you these days? Moving forward with projects in progress in order to grow, grow, grow, scale, scale, scale and meet our global challenge Relevant links: The UN's 17 Sustainable Development Goals. Sinkco Labs About Our Guest:Guenter Rottenfusser is a strategist, global social impact and sustainability expert currently working with Sinkco Labs. He has been named an EWOR fellow and previously consulted for the Boston Consulting Group.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Key Things Discussed Factors 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 Discussed A 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 links Hello 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 | Blog | Instagram | Twitter

Key Things Discussed The 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 | Twitter

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 next six years. What do you appreciate about Workvivo and the team you lead? They are the best in the business – fierce, focused and mighty. There is a culture of “extreme ownership” that looks like a startup within a start-up. What's the biggest strategic challenge for CMOs, especially in a B2B environment? Securing respect and buy-in from executive teams who tend not to understand the sales that smart, story-driven marketing can drive.    [00:46:28] Gidi highly recommends that marketing professionals seek out companies (like Workvivo) that “get,” acknowledge and are willing to let marketing inform internal strategy beyond the transactional. Relevant links: About Daniel Kahneman, a Nobel Prize-winning economist who has extensively researched human judgment and decision-making. The Stanford Project's "Organizational Blueprints for Success in High Tech Start-Ups." About Our Guest:Gideon Pridor drives marketing strategy and execution for technology startups with a demonstrated record of achievement in international business development and demand generation for both B2B and B2C segments. He's a forward-thinking business development executive for developing and leading go-to-market strategy and measurable marketing acquisition and retention strategies. With proven success leading high tech marketing operations from inception to large-scale execution by combining conventional marketing strategies with innovative, Gideon cultivates measurable online marketing techniques.Follow Our Guest: Website | LinkedInFollow Dreams With Deadlines: Host | Company Website | Blog | Instagram | Twitter

Key Things Discussed The 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 Discussed Mayur'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 | Company Website | Blog | Instagram | Twitter

Key Things Discussed Product 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 Discussed The 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 Website Felipe'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 Discussed Even though sustainability has been around as a concept since the United Nations defined it in 1987, progress has been slow and time is running out. ESG (Environmental, Social and Governance) requirements and the role they play in good citizenship and environmental 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 Notes 00:03:48] 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:  Coaching Consulting Chief-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 

Key Things Discussed How OKRs can shift company cultures towards more outcomes-based approaches – especially relevant for Covid-inspired distributed workers. The difference between OKRs, KPIs, and their sometimes complementary goals. How to infuse company-wide meetings and employee evaluations with OKR-oriented measures and priorities. Deployment of CLEAR – Career Path, Learning Objectives, Expectations, Accountabilities & Rewards – in a sales context. How leaders who are vulnerable to personal challenges set a tone that trickles down and encourages OKR adoption throughout the ranks. Why creating an environment where it's safe for employees to ask questions – and fail – is a key element to successful OKR implementation. Tips and tactics for anyone getting ready to adopt an OKR approach. Show Notes [00:20] Growing up in a big, rambunctious family, Bradford realized early on that he was energized by two things: Making people happy and understanding how business works. [02:25] Bradford defines the HR function and its multi-dimensional role in showcasing and aligning departments across the enterprise. [03:30] About Bradford's take on the freight industry and Loadsmart, a provider of digital solutions to manage industry logistics. As CPO, he was part of creating a powerful, scalable, synchronous clearinghouse for automating communications and industry flow.  [07:10] What it will mean for Loadsmart to provide an AI-driven platform that coordinates and connect not only shippers, who are the primary customers, but also carriers, ports, customs, warehouses – the many dispersed elements that have never before had access to shared data. [10:00] Throughout his career and multiple engagements, Bradford has been building on OKRs that weren't much more than KPIs when he started on the journey – a journey, he says, that never ends. [12:00] Defining the core difference between an OKR and a KPI, based on the lens used and varying indicators. [15:10] Bradford highlights the transformational impacts on company-wide meetings that focus cross-functionally and creatively to expand ideation and stretch goals. [16:58] KPIs do have a place within organizations, particularly in areas where baseline goals are important for level-setting. [17:42] About linking OKRs and evaluations, for Loadsmart a quarterly process based on four check-in questions focused on exceptionality. [19:50] “Loadee” evals include results-focused OKR questions that flip the paradigm to emphasize effort and output rather than a check-the-box mentality. [23:49] About CLEAR (Career Path, Learning Objectives, Expectations, Accountabilities & Rewards), an automated progression program that offers employees flexibility from quarter to quarter in how they pursue objective goals. Bradford shares examples from sales, where he recently rolled out a highly successful program. [29:27] Accelerated by Covid, workplace culture is rebranding performance management to shift from a performative (long hours, butts in seats) mentality to an impact- and measures-based orientation.  [31:09] Ideation and expectations at the senior level in terms of how to bring OKR strategy to life, starting with the pyramid of progress:  At the individual level it's about initiatives and tasks and making progress towards long-term team objectives. Then measuring for key results. Expectations can be set top-down, but individuals are empowered bottom-up to try things, fail fast and drive initiatives autonomously. Ideation comes into play as observation and opportunity-oriented rather than imposed problem-oriented solutions as a starting point. [34:45] Testing ideation is a critical next step in successful OKR deployment: Build tools (they can be fairly basic) to create evidence-based data analytics rather than blindly pursuing initiatives based on hearsay or intuition. Test adoption and outcomes via KPIs by tracking things like revenue. [37:25] Bradford explains how he once used the creation of a cricket league for employees in India as a strategic initiative (including data metrics) to drive corporate OKRs like employee engagement and productivity. It was a fun and popular way to get there! [40:48] Why employees have to be empowered to fail in order to be successful.   [42:45] Bradford's advice for how people managers should respond when employees fail? (Which they inevitably must …)  Whether an individual or a team: Do they have clarity as to what went wrong? Be prepared to do a retrospective to uncover the reasons for derailments. OKRs can be as critical for indicating what not to do as what to do.  Meet regularly to go over OKRs and identify what's red, yellow, green – and why.  Is it psychologically safe for people to proactively raise a hand and get help? Leadership should not shy away from being vulnerable. Humility and authenticity trickle down through the ranks in liberating ways. [46:10] When it comes to OKRs, sales is a somewhat different animal. There are, however, great opportunities to partner and leverage in a marketing context. (46:52] Quick-Fire Questions: What's your dream and, if you've got a deadline, what's that? It's changeable based on his evolving family life and the new dimensions it brings. What do you appreciate most about your team? Their openness to trying new things, which is critical when rolling out unfamiliar, innovative initiatives.  What's top of mind these days? Budget planning and performance. No. 1 tip for launching new OKR initiatives?  Less is more! It's much easier to measure for quality through patient sequencing. It's all about progress. Are you developing metrics and milestones rather than “to do” lists?  When success is clearly defined and measurable, OKRs are lots of fun! Relevant Links:Follow Our Guest: Website | LinkedIn

Key Things Discussed- What led to the decision to implement an OKR system at ChargeBee- Reducing the number of priorities teams were focusing on and mapping all these out- Getting company buy-in on implementing OKRs by having the leadership team paint the vision of what it is and why it's important- Learnings, experimentation, and refinements made since the program has been implemented[00:02:54] About Lavanya's origin story and how she came to stewarding objectives and key results (OKRs) at the billing and revenue management platform Chargebee.[00:04:49] How and why OKRs play a pivotal operational role at Chargebee. [00:06:12] About prioritizing goals in a way that quickly aligns leadership and teams.[00:06:59] The Chargebee journey has not been without stumbling blocks.[00:08:24] Defining key results: What to communicate about and when.[00:09:29] About the Why: Strategies for motivating teams to adopt OKR processes.[00:12:19] How Chargebee articulated cultural values and objectives designed to resonate across the enterprise.[00:13:39] About Chargebee's key objectives: growth, value-add, an empathetic ethic, fast learning cycles.[00:14:49] How outside OKR coaches helped define and respond to challenges.[00:16:49] Learning Curve Lessons: The process takes time and people need prodding. [00:18:00] About experimentation and failing fast, which are part of the OKR journey.[00:20:43] How Chargebee layers OKR and operations into quarter-end close-outs. [00:23:27] Rules of the Road: How to set your OKR process up for success.[00:23:35] The role of internal OKR champions deployed across all business functions.[00:25:54] How OKR champions are identified and recruited.[00:27:57] About the cadence of Chargebee's quarterly and annual OKR milestones.[00:29:49] What occurs during monthly OKR reviews and how the tracking works.[00:32:39] Rolling out recognition at the functional level.[00:33:29] Special ways of honoring (and reinforcing) individual contributors.[00:34:50] About blending OKR methodology with other performance metrics.  [00:37:14] How OKRs differ by function and in a cross-functional context.[00:38:19] What's comes next in Chargebee's evolving OKR journey.[00:40:26] Quick-fire questions.[00:43:07] Operational issues that are top of mind for Lavanya.Relevant links:Webinar featuring Lavanya: How Chargebee Uses OKRs to Inspire Collaboration and Manage Hypergrowth.Follow Our Guest: LinkedIn

Alexis is a firm believer that change starts with the self. He is the author of two books: Changing Your Team From The Inside and I am a Software Engineer and I am in Charge.We discuss how they're making hybrid work work at Red Hat. He shares a wonderful technique called impact mapping which he uses to facilitate OKR setting sessions. And Alexis shares an example of how incentive structures can reinforce collaborative behaviour.“I bumped into so many issues trying to help people work with each other where the root cause were their individual incentives.” – Alexis (30:17) (01:27) A day in the life of Alexis Monville (02:53) How Red Hat is supporting hybrid work (08:09) Culture on a plate (12:17) What is the most important thing right now? (16:00) Impact mapping OKRs (19:55) A not-so-great method to facilitate OKR creation (27:05) Customers get the answer to their question in their first call, 80% of the time (30:17) Individual incentives as the root cause of collaboration issues (31:18) An example of incentivising sales teams to collaborate (35:50) Quickfire questions

“...if OKRs are focused on our growth as a company, there's a second area that's equally critical and that's our business strength.”- Christine (20:47)What You Will Learn in this Episode: (01:09) Christine on getting Groupon back to agile. (06:13) Why she is an advocate for other women in technology. (12:17) How COVID was a forcing function for Groupon to innovate. (15:45) Pre-requisites for working with OKRs. (17:41) How Groupon's OKR process works. (21:28) The three things OKRs cannot solve—organizational indecision, a lack of discipline, and a lack of muscle around estimating. (33:05) OKRs and portfolio management. (36:51) OKRs and day-to-day delivery. (39:20) The three places we need to measure performance: business growth, business strength, and personal development. (41:33) Christine answers quick fire questions. Relevant Links: Website  LinkedIn Instagram Twitter Want Progress? Measure  OKRs do not measure human performance Abandoning your work: The key to unconventional and effective strategic planning 

“If you don't bring OKRs into the regular management agenda, you will set it and forget it.”- Dan (20:47)What You Will Learn in this Episode: (02:20) Dan on his interest in people's organization plus the different career paths he's undertaken. (03:35) Why he wrote his book Start less, Finish More, which is about strategic agility. (04:56) How to do more strategic thinking – begin with the end in mind rather than focusing on a to-do list.  (07:04) How to create a minimum viable strategy – creating holistic value for all your business's stakeholders.   (10:37) The difference between the traditional mechanical business planning and today's trying and scaling strategy. (13:48) The 5-steps of building strategic agility as outlined in his book; access, focus, commit, act, and learn.  (29:34) Overburdened matrix – not being agile and operating in silos plus how to use shared OKRs to cut across those silos. (33:09) Dan answers more quick-fire questions. Relevant Links: Website: https://agile-strategies.com/ LinkedIn: https://www.linkedin.com/in/montgomerydan/

So, your organization has passed down a mandate that you're going to do OKRs. Now what? In this episode, I'm joined by Allan Kelly. Allan is an agile coach, author of 7 books, and keynote speaker. His introduction to OKRs was exactly this—it came down as a mandate and he had to figure things out. He's got some controversial ideas around maintaining a backlog (spoiler: he thinks it's okay to nuke your backlog and start anew every quarter). He believes it's okay to not achieve your Key Results. In his mind, there's something far more important—delivering business benefit. We'll discuss these things and more.

“At that time, I never would have said that or thought that, but in hindsight, being in a band is like being in startups.” – Jeff [02:04] What You Will Learn in this Episode: [01:31] Who Jeff is and what he's all about [04:50] What Jeff means by “planning season” [08:19] A better way of planning [14:59] Adjusting the definition and borders of planning [16:00] The freedom of assumptions and hypotheses  [18:42] How Jeff defines value [20:55] Introducing friction instead of fuel [24:18] Why organizations should be thinking agilely [28:45] Organizational roadmaps and how they work with OKRs [34:50] What organizations do after OKRs and what that looks like  [38:17] Whether Jeff is considering putting out books  [39:12] Quickfire questions

Chris Butler is a Chaotic Good Product Manager, the Global Head of Product Operations at Cognizant, a writer, and a speaker. He worked previously as a product leader at Microsoft, Facebook, KAYAK, and Waze. Jenny and Chris discuss a broad range of topics including— the future of AI products, uncertainly, randomness, OKRs as networks and trojan horses, issues with hierarchies, and the adversarial mindset.

Richard Russell is an independent OKR and Leadership coach who held leadership positions at Amazon, Google, and Deutsche Bank. While working at Amazon, he learned the “working backwards framework” and uses it now in helping companies achieve results using the OKR methodology. Jenny and Richard discuss the advantages of working within large organizations, measuring value, the importance of listening, and more.

Maya Townsend is the Founder and Lead Consultant of Partnering Resources, a management consulting agency that tackles big-picture organizational challenges. An expert in organizational networks, Maya breaks down the three types of influencers and which type holds the most influence. She shares her most profound insights from her 25-year career and gives examples of times she successfully aligned companies' networks and strategies.

John Quayle is an Operations Professional for small businesses, startups, and brands that are economies of one. Three months ago, he became the Chief of Staff at Four Growers, a startup that's revolutionizing farming with robots that can pick ripe fruit in greenhouses. Jenny and John discuss false limitations, OKRs, what exactly is the role of a Chief of Staff, and explore the art of planning goals.