Podcasts about okr

Points of Interest00:01 – 00:55 – Introduction: Marcel welcomes Kristen Kelly and frames Q4 as prime season for annual and quarterly planning, noting the high cost of leadership offsites demands clear outcomes.01:18 – 03:10 – Why Planning Feels Hard: Kristen cites common hurdles—turning history into forward plans, aligning stakeholders, and building forecasts that can flex with scenarios.01:55 – 03:47 – Frameworks Without Dogma: Marcel references EOS and Scaling Up, extracting shared essentials: look back, look forward, set a few priorities, and install a cadence.03:48 – 05:16 – From Ideas to Execution: Teams stall when models are rigid or fragmented and when revenue targets are arbitrary rather than grounded in capacity, pricing, and cost.05:17 – 08:43 – Static Models Create Drag: Rigid spreadsheets bias decisions toward the status quo, force opinion-driven debates, and delay choices into the quarter, shrinking execution time.08:44 – 11:48 – Prep That Actually Works: Start with mission and quantifiable goals, anchor to a simple, accurate, flexible model, and compare forecast to actuals to keep scope tight.11:49 – 14:32 – Surface Misalignment Early: A pre-offsite FUD survey (fear, uncertainty, doubt) creates psychological safety, reveals blind spots, and primes productive discussion.14:33 – 17:16 – Make the Look-Back Lightweight: Ongoing scorecards make recaps brief; focus on AGI, delivery margin, overhead/AGI, operating profit, and levers like utilization, ABR, and average cost per hour.17:17 – 20:56 – Prioritize by the Numbers: Identify which metrics must move, set a small set of OKR-style priorities, and tie initiatives directly to measurable outcomes and weekly execution.20:56 – 23:47 – Objectives Stay Stable; Communicate Often: Big objectives change slowly; raise the bar via evolving key results and over-communicate the plan so decisions map back to it.25:23 – 27:58 – Commit, Then Figure It Out: Install scorecards and targets even if imperfect; the commitment becomes the forcing function to solve data structure, forecasting, and tracking.28:27 – 36:56 – Model-Backed Decisions & Facilitation: Use a living model to handle cyclical topics (price raises, comp), budgeting, and tradeoffs; third-party facilitation drives objectivity, buy-in, and offers ABR-improving options beyond price increases.36:56 – 39:29 – Unified Budgeting & Final Advice: A connected model aligns payroll, pricing, overhead, and delivery targets, preventing unrealistic constraints; the closing takeaway is numbers-first planning that builds alignment and speeds execution.Show NotesConnect with Kristen via LinkedInFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformLove this Episode?Leave us a review here.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Product en innovatie spelen een grote rol in retail. Maar hoe geef je daar als organisatie écht vorm aan? En hoe zorg je dat innovatie niet iets losstaand is, maar verweven raakt in de business? Tijdens het Product Owner Event 2025 in Rotterdam Ahoy Ruud daarover in gesprek met Frank van Polanen (Intergamma) en Sander Hoekman (Swiss Sense). Aan de podcast-tafel spraken ze over de unieke dynamiek van product in retail: hoe je de balans vindt tussen online en offline, hoe je keuzes maakt die impact hebben op zowel klant als business, en hoe je voorkomt dat innovatie een los projectje wordt in plaats van een vast onderdeel van de organisatie. Frank en Sander deelden inspirerende voorbeelden waar ze trots op zijn én lieten zien hoe zij doelen stellen en succes meten. Een leuk kijkje in hoe product en innovatie in retail écht werken. In deze aflevering hebben we het over: Product owners, innovatie, retail, OKR's, Intergamma, Swiss Sense Over deze podcast: In de Product Owner podcast spreken we elke week met een interessante gast uit de wereld van product management en gaan we in op echte ervaringen, lessen en tactieken van product owners, ondernemers en specialisten. De Product Owner podcast is een initiatief van Productowner.nl  

Zukunftswerkstätten in Aktion - Wie Veränderung bei der BIB Fair Banking wirklich gelingt Was passiert, wenn Mitarbeitende plötzlich entscheiden dürfen? In der zweiten Episode mit Christian Kastens von BIB Fair Banking schauen wir auf die Umsetzung der Zukunftswerkstätten: Wie selbstorganisierte Teams Verantwortung übernehmen, was wirklich funktioniert – und warum Veränderung dann gelingt, wenn man sie nicht verordnet, sondern gemeinsam gestaltet.

Viele Produktteams sind ständig beschäftigt – aber nicht immer wirksam. In dieser Episode spricht Oliver Winter mit Produktcoach Tim Herbig über echte Fortschritte in der Produktentwicklung. Ausgehend von seinem Buch „Real Progress“ teilt Tim, wie Teams durch klare Produktstrategie, bewusste Entscheidungen und lernorientiertes Arbeiten echten Impact schaffen. Statt sich in Methoden zu verlieren, gilt es, Verbindungen zu schaffen – zwischen Product Discovery, Product Delivery und Produkt Strategie. Eine Folge für alle, die sich weniger Output, aber mehr Outcome und Impact wünschen.

Conectando estratégia e execução em contextos complexos: Como garantir que uma estratégia realmente chegue até a operação em grandes organizações?Neste episódio do Love the Problem, Rafinha recebe Natasha Ribeiro, Fernanda Magalhães e Allan Hoepers, consultores da Nower, para uma conversa franca sobre gestão de resultados, governança e o uso de OKRs em empresas de grande porte.A partir de experiências reais com clientes e transformações organizacionais, eles discutem como alinhar estratégia e execução, evitando o clássico “telefone sem fio” corporativo. O papo passa por temas como:Os principais desafios de desdobrar a estratégia até os times;O papel da liderança na comunicação e no aprendizado organizacional;Como construir processos e governança vivas, que sustentem o ciclo de resultados;A conexão entre OKR e gestão da mudança, com base no modelo ADKAR.Mais do que implantar frameworks, o episódio provoca uma reflexão sobre consciência, desejo e aprendizado contínuo como motores para transformar a cultura e alcançar resultados reais. Quer aprofundar nesse assunto com a gente? Então aperte o play!

Dziś w audycji: magazyn "Mija Tydzień" czyli przegląd najważniejszych politycznych wydarzeń tygodnia. Sąd Okręgowy w Warszawie zdecydował, że Polska nie wyda Ukraińca Wołodymyra Ż. podejrzewanego o współudział w wysadzeniu gazociągu Nord Stream. O zgodę na ekstradycję mężczyzny zawnioskowały niemieckie służby. Wcześniej wobec ściganego wystosowano Europejski Nakaz Aresztowania. W Wilnie po raz 31. rozstrzygnięty został konkurs "Najlepsza  szkoła, najlepszy nauczyciel". Biorą w nim udział szkoły polskie na Litwie. Inicjatywa promuje polską oświatę i wyróżnia najlepszych polskich pedagogów, którzy pracują w tym kraju. W "Kartka z kalendarza" przypominamy, że 176 lat temu, 17 października 1849 roku, w Paryżu zmarł Fryderyk Chopin, najwybitniejszy polski kompozytor i pianista. Jego koncerty, nokturny czy polonezy na trwałe weszły do kanonu światowej muzyki. Nazywany "poetą fortepianu" artysta jest też uważany za jednego z najlepszych kompozytorów epoki romantyzmu. Zapraszamy do słuchania!

Strategy doesn't fail for lack of ideas—it fails at the handoff to execution. We bring in OKR expert and Wave Nine founder Philip Schett to show how to close that gap with clear goals, shared rituals, and a culture that trades micromanagement for ownership. Philip's journey from Germany to Silicon Valley reframed his thinking: great companies don't win because they dream better; they win because they execute better. That mindset shift powers the conversation as we dig into OKRs done right—less about perfect wording, more about changing team behavior, building trust through transparency, and making alignment a weekly practice.We unpack the patterns behind “set and forget” goals, and why town halls and slide decks rarely produce real alignment. Philip introduces three simple rituals that compound: Monday calibrate to focus on outcomes for the week, Friday celebrate to make progress visible and energizing, and quarterly resets to protect priorities without hiding behind annual vagueness. We explore accountability with a human tone—say what you'll do, do what you said—using one-on-ones for tough conversations and public forums for recognition. You'll hear how co-creating OKRs prevents dehumanizing top-down mandates, why OKR champions are key to scaling across functions, and how nonprofits can turn passion into measurable impact with the same playbook.If you've ever watched goals vanish by week three, wrestled with cross-functional friction, or confused motion with progress, this episode offers a practical operating system: verify understanding instead of assuming it, make work visible to accelerate trust, and anchor execution in rhythms your team can keep. Subscribe, share this with a leader who needs clearer focus, and leave a review telling us which ritual you'll start this week.Get in Touch with Phillip Schett:https://www.linkedin.com/in/philipp-schett/#OKRs #LeadershipExecution #BuildTrust #TeamAlignment #MondayCalibrate #LeadershipPodcast #ExecutionCultureI'd love to hear from you! Send a text message.Be the Best Leader You Know Perform with Power, Lead with Impact, Inspire GrowthTo sharpen your skills and increase your confidence, check out the Confident Leader Course: https://www.intentionaleaders.com/confident-leader

90% of OKRs fail. But not because the framework is broken — it's because most leaders use it wrong. In this episode of the Leadership Launchpad Legacy Edition, we sat down with Philipp Schett — former Strategy Lead at Meta and Founder of Wave Nine, — to uncover the real reasons Objective Key Results (OKRs) don't deliver results and what conscious leaders do differently to make them work.

BIB FAIRBANKING - Die Bank zur Sache aller machen Wie bei der BIB ein echter Kurswechsel begann Digitalisierung. Regulatorik. Generationenwandel. Die Bankenwelt steht unter Druck – und mittendrin eine Kirchenbank aus Essen, die sich fragt: Wie schaffen wir es, relevant zu bleiben, ohne unsere Wurzeln zu verlieren? Christian Kastens, Vorstand der Bank im Bistum Essen (BIB Fair Banking), hat auf diese Frage eine klare Antwort gesucht – und Kurswechsel gefunden. Wenn das System selbst zum Problem wird Die meisten Organisationen glauben, Veränderung beginne bei den Menschen. Mit Haltung. Motivation. Führung. Das stimmt – aber nur halb. Denn oft liegt das eigentliche Problem tiefer: In Strukturen, Entscheidungswegen, Verantwortungslogiken. In einem System, das verhindert, dass Menschen überhaupt anders arbeiten können. Genau das beobachtet Christian in seiner Bank. Und genau da setzt dieses Gespräch an. Zwischen Tradition und Transformation Die BIB ist keine typische Großbank. Sie ist klein genug, um beweglich zu sein – und groß genug, um echten Einfluss zu haben. Doch auch hier gilt: Wenn Entscheidungen immer oben fallen, wenn Silos trennen statt verbinden, dann wird Veränderung zur Phrase. Im Gespräch erzählt Christian, wie sich die Bank diesen Mustern stellt. Wie aus einer klassischen Linienorganisation ein Raum entsteht, in dem neue Formen der Zusammenarbeit möglich werden sollen. Zukunftswerkstätten statt Change-Projekte Statt Workshops über „Agilität“ zu veranstalten, stellt sich die BIB eine radikal einfache Frage: Wie können wir schneller, mutiger und gemeinsamer entscheiden? Die Antwort: Zukunftswerkstätten. Ein Format, in dem Mitarbeitende selbst Themen einbringen, die auf die Strategie der Bank einzahlen – und in drei-Monats-Zyklen eigenverantwortlich bearbeiten. Kein Buzzword-Bingo. Kein Beratungsprojekt. Sondern eine Struktur, die Veränderung ermöglicht, weil sie im System verankert ist – nicht daneben. Der Moment vor dem ersten Schritt Diese erste Episode endet an dem Punkt, an dem alles beginnt: „… und dann aber auch direkt in die erste Themenfindung gestartet.“ Bis hierhin geht es um das Warum – warum Veränderung nötig war, welche Muster sie bremsten und wie ein neuer Denkrahmen entstehen konnte. Im zweiten Teil geht es dann um das Wie: Was passiert, wenn Zukunftswerkstätten Realität werden? Welche Dynamik entsteht – und welche Stolpersteine auch? Warum du reinhören solltest Weil dieses Gespräch zeigt, dass Veränderung kein Zufall ist. Sondern das Ergebnis einer bewussten Entscheidung: Das System zu verändern, damit Menschen wirken können.

Dziś w programie: Prezydent Donald Trump zaproponował plan pokojowego rozwiązania konfliktu w Strefie Gazy. Przewiduje on m.in. utworzenie sił stabilizacyjnych, zwiększenie  napływu pomocy humanitarnej oraz powołanie międzynarodowego ciała politycznego do  zarządzania tym obszarem; Historia ORP „Błyskawica”, polskiego niszczyciela, wprowadzonego do służby w Marynarce Wojennej w 1937 roku. Okręt uczestniczył  w działaniach II wojny światowej od pierwszych do ostatnich dni walk w Europie, operując na Atlantyku, Morzu Północnym i Morzu Śródziemnym  - rozmowa z komandorem porucznikiem Pawłem Ogórkiem, dowódcą okrętu; Od jutra Warszawa znowu stanie się stolicą światowej pianistyki. W XIX Międzynarodowym Konkursie Pianistycznym imienia Fryderyka Chopina weźmie udział 84     pianistów z 19 krajów. Najliczniej reprezentowane w nim będą Chiny - 28 pianistów. W    konkursie wystąpi trzynaścioro Polaków; Gość PRdZ – Dr. hab. Mirosław Jankowski, badacz polskich i białoruskich gwar w tzw. Inflantach Polskich, czyli Łatgalii - na południowym wschodzie Łotwy. Stanowią one unikal

Join host ⁠Gerisha Nadaraju⁠ & special guest host, ⁠Dr Kevin Sakamoto⁠, for Season 4 of Product Ops Podcast where they explore how to make product ops value visible. For episode 3, we have an engaging conversation with Hugo Froes, Head of Product Operations at OLX (and a previous Season 1 pod guest!). Dive into Hugo's journey from graphic design to product operations, learn about the challenges and triumphs of leading a global product ops team, and discover his practical strategies for implementing successful OKR programs. From leveraging design thinking to navigating the nuanced role of product ops, this episode is packed with valuable insights for individual contributors and leaders alike. Whether you're in product operations, engineering, or product management, tune in for actionable advice on driving efficiency, enabling teams, and orchestrating change.Remember to subscribe to our substack for the latest episodes and blog posts direct to your inbox! ⁠https://productopspod.substack.com/⁠You can also subscribe to Hugo's podcast where he explores product ops related topics on a monthly basis! https://thoughtsunravelled.substack.com/⁠#productops⁠⁠ #productoperations⁠⁠ #OKRS

Le rôle de PMM, c'est souvent jongler entre attentes implicites et objectifs confus.

OKR's At Google and AmazonYou'd think a company with tens of thousands of employees, layers of hierarchy, and complex workflows would slow down innovation to a crawl.Yet somehow, giants like Google, Amazon, and Intel manage to launch cutting-edge products, drive bold initiatives, and keep their teams aligned and motivated.Welcome to the world of OKRs — Objectives and Key Results.What's their secret weapon?How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

What does it really mean to build accountability into the architecture of an organization — not as control, but as a culture of clarity, trust, and alignment? Yvette sits down with Philipp Schett, one of the world's leading experts on OKRs (Objectives and Key Results) and the Founder of Wave Nine, the fastest-growing OKR consultancy globally. With a career spanning leadership roles in major telecommunications companies, strategic consulting, and time at Meta, Philipp brings a rare depth of insight into how organizations think, prioritize, and execute. He has led over 250 OKR implementations, guiding everything from 400-person nonprofits to Fortune 10 companies with over 150,000 employees — and in every case, helping leaders shift from output-driven performance to purpose-driven alignment. Essential listening for anyone responsible for organizational alignment, strategic execution, or culture-building in times of constant change. Learn more about Wave Nine: https://wavenine.com/ You can learn more about organizational ecosystems and freedom cultures at https://organizationalsoul.learnworlds.com 

In this episode of Partnering Leadership, Mahan Tavakoli speaks with Ann Hiatt, Leadership Strategist & Consultant and Author of the book Bet on Yourself. Ann Hiatt shared the many lessons she learned while working alongside the world's top tech CEOs—Google's Eric Schmidt, Amazon's Jeff Bezos, Yahoo's Marissa Meyer. In addition to the story of her reinvention, Ann Hiatt shared common practices and approaches of these and other top-performing leaders.    Some highlights:- Ann Hiatt on how she ended up working at Amazon and supporting Jeff Bezos- How Ann Hiatt handled the crisis when the helicopter she booked for Jeff Bezos ended up crashing- The leadership models, habits, thought processes Ann Hiatt learned from working closely with Jezz Bezos and Eric Schmidt- Ann Hiatt on how to hire people who are value-aligned and a good culture fit for your company- Why you should and how you can Bet on Yourself.  Also mentioned in this episode:-Jeff Bezos, Founder and Executive Chairman of Amazon-Eric Schmidt, former CEO of Google-Andy Jassy, President and CEO of Amazon-John Doerr, Venture Capitalist at Kleiner Perkins, an early investor in companies including Amazon & Google, and OKR advocate  Book Recommendations:Bet on Yourself by Ann HiattMeasure What Matters by John Doerr Connect with Ann Hiatt:Bet on Yourself WebsiteAnn Hiatt on LinkedInAnn Hiatt on TwitterAnn Hiatt on InstagramAnn Hiatt on Facebook Connect with Mahan Tavakoli: Mahan Tavakoli Website Mahan Tavakoli on LinkedIn Partnering Leadership Website

Stadtwerke stehen zwischen Regulierung, Personalmangel und Innovationsdruck. Doch wie gelingt echte Transformation in diesem Spannungsfeld?Ellen Duwe und Matthias Meischner von HXI geben Antworten. In dieser Folge sprechen wir über OKR (Objectives & Key Results) – nicht als Tool, sondern als Haltung: Für mehr Fokus, Eigenverantwortung und strategische Klarheit.Ellen & Matze erzählen von ihrer eigenen Reise durch Zweifel, Mut und Wandel – und zeigt, wie Stadtwerke Schritt für Schritt ihre Rolle in der Energiewende stärken können.

Join host Tiana Zhao as she explores the transformative power of Objectives and Key Results (OKRs) in the world of marketing and distribution actuarial work. This episode of the SOA Marketing and Distribution podcast dives deep into: The fundamentals of OKR methodology and its adoption by tech giants How OKRs can enhance clarity, focus, and measurable outcomes for actuaries A practical example of implementing OKRs in an insurance company setting Strategies for marketing and distribution actuaries to leverage OKRs effectively

Amandine, Lead Product Manager chez POINT.P, partage son expérience sur la gestion de la phase de Discovery dans le cycle de développement produit. Elle explique

Solidarność to opowieść o wolności i wspólnocie, nie o jednym człowieku – mówi Bronisław Wildstein, krytykując mit Wałęsy i sposób, w jaki III RP odsunęła w cień etos sierpnia 1980.Bronisław Wildstein, publicysta, dziennikarz, pisarz w Poranku Radia Wnet podkreślił, że ruch Solidarności był wydarzeniem bez precedensu w historii Polski i Europy – obywatelskim przebudzeniem, które doprowadziło do upadku komunizmu.Ten prawdziwy mit, wyrastający z niezwykłego ruchu Solidarności, warto pielęgnować, bo opiera się na prawdzie. A obok niego mamy inny mit – ten, który usiłuje kreować Lech Wałęsa i jego zwolennicy– zaznaczył.Walka o pamięćWildstein ostrzegł przed fałszowaniem historii poprzez kreowanie legendy Lecha Wałęsy.To mit, że Wałęsa stworzył Solidarność, że ją powołał do życia, że to on pokonał komunizm. Opowieść, w której Lech Wałęsa przesłania Solidarność. To niezwykle znaczące, bo debata o Solidarności to nie tylko rozmowa o historii, ale także o Polsce, o polskiej tożsamości i o współczesności– mówił. Jak dodał, Wałęsa posiadał ogromną charyzmę i potrafił wejść w rolę lidera, ale jego determinacja i decyzje do dziś budzą poważne wątpliwości.Układ z komunistamiZdaniem publicysty, dramat Solidarności polegał na tym, że po 1989 roku część jej elit zawarła kompromis z dawną komunistyczną nomenklaturą.III RP została zbudowana na zwłokach Solidarności. To ostre sformułowanie, ale trafne. Po porozumieniach Okrągłego Stołu część elit solidarnościowych dogadała się z dawną nomenklaturą i zaczęła budować III RP. Zmieniono język – zamiast mówić o niepodległości, wolności, wspólnocie, zaczęto mówić o transformacji, modernizacji, europeizacji– ocenił.

In this insightful Podcast, Daniel Cummings, Chief Commercial Officer at PrecisionAQ, shares insights on leading a PE-backed GTM organisation through its first 100 days and beyond. He emphasises the importance of relentless execution, focusing on doing the work daily, and maintaining a "day one" mindset. Dan highlights the significance of clear goal-setting using OKRs, establishing strategic boulders, and maintaining transparency with dashboards that track progress.Daniel highlights the significance of clear goal-setting using OKRs, establishing strategic boulders, and maintaining transparency with dashboards that track progress.He discusses how to unify teams in a private equity environment by leveraging data, incentives, and a matrix organisational model that balances delivery and growth initiatives. Building a strong talent foundation and fostering a culture of continuous communication are also key themes.He stresses that the integration of AI into the go-to-market strategy, advocating for a people-centric approach to AI adoption, involving training teams to use AI tools effectively, and focusing on content creation and business insights. He advises managing team fears around AI by demonstrating its value and embedding it into daily workflows.Finally, Daniel underscores the importance of aligning with the board through consistent OKR reporting, presenting clear narratives, and setting strategic priorities to ensure sustained growth.0:00 - 1:14 Introduction & Guest Overview 1:14 - 6:17 First 100 Days Focus6:17 - 12:13 Building a Unified GTM & Talent 12:13 - 14:00 OKRs & Board Communication 7:12 - 10:17 Private Equity Context & Acquisition Journey 15:22 - 17:50 Team Structure & Collaboration25:12 - 29:01 AI Strategy & Modern GTM29:01 - 33:34 Managing AI Adoption & Team Fears

У бізнесі рідко можна обмежитися лише однією роллю: підприємці часто керують кількома компаніями, бізнес-юнітами чи напрямками паралельно. Це вимагає особливого підходу до вибору пріоритетів, делегування, формування команд і збереження стратегічного фокусу.У новому епізоді бізнес-подкасту CEO Club учасники діляться власними принципами одночасного управління кількома бізнесами та проєктами, розповідають про інструменти кризового менеджменту, ефективне використання ресурсів і способи підтримки енергії лідера.Учасники розмови:— Сергій Жила, СЕО Групи компаній «Асканія»;— Вадим Шекман, співвласник медичної мережі «Добробут», член Наглядових рад в «Добробут» та lilo;— Ірина Поварчук, СЕО DCH Infrastructure&Real Estate;— Ігор Ліскі, Голова наглядової ради «Ефективні інвестиції».У неспішній розмові члени CEO Club обговорили такі питання:— Як обирати проєкти та визначати рівень власної залученості;— Баланс натхнення та економічних показників;— Делегування й побудову довіри в командах;— Кризовий менеджмент і підтримку стійкості бізнесу;— Як уникати «операційного болота» та зберігати стратегічний фокус;— Використання OKR для узгодження стратегії й операційки;— Формування корпоративної культури, що підтримує ініціативу;— Де підприємці знаходять енергію для управління кількома напрямами.Відеозапис розмови: https://youtu.be/oWmyoU9N1U4CEO Club — клуб лідерів бізнесуЗ 2011 року об'єднуємо підприємців і СЕО для розвитку, взаємопідтримки та співтворення.Більше про клуб https://ceoclub.com.ua Facebook https://www.facebook.com/CEOClubUkraine Instagram https://www.instagram.com/ceoclubukraine/ Telegram https://t.me/CEOnotes

Do you ever feel like you're great at setting goals but struggle to actually reach them?     You're not alone—many people have big dreams but lack a clear path to make them happen.     On today's show, I'm going to share a simple yet powerful system used by top-performing companies like Google and Microsoft—and go over how you can apply it to your own life for real, measurable results.     Whether you want to lose weight, improve relationships, or launch a new business, I'll show you how to use this system to stay focused, take action, and reach your goals faster.     Tune in to today's Cabral Concept 3468 to learn how to use the OKR system to achieve any goal. Enjoy the show—and as always, I'd love to hear your thoughts!   - - - For Everything Mentioned In Today's Show: StephenCabral.com/3468 - - - Get a FREE Copy of Dr. Cabral's Book: The Rain Barrel Effect - - - Join the Community & Get Your Questions Answered: CabralSupportGroup.com - - - Dr. Cabral's Most Popular At-Home Lab Tests: > Complete Minerals & Metals Test (Test for mineral imbalances & heavy metal toxicity) - - - > Complete Candida, Metabolic & Vitamins Test (Test for 75 biomarkers including yeast & bacterial gut overgrowth, as well as vitamin levels) - - - > Complete Stress, Mood & Metabolism Test (Discover your complete thyroid, adrenal, hormone, vitamin D & insulin levels) - - - > Complete Food Sensitivity Test (Find out your hidden food sensitivities) - - - > Complete Omega-3 & Inflammation Test (Discover your levels of inflammation related to your omega-6 to omega-3 levels) - - - Get Your Question Answered On An Upcoming HouseCall: StephenCabral.com/askcabral - - - Would You Take 30 Seconds To Rate & Review The Cabral Concept? The best way to help me spread our mission of true natural health is to pass on the good word, and I read and appreciate every review!  

Dans cet épisode, 2ème de la série des 3 épisodes pour vous aider à préparer 2025, nous explorons une méthode reconnue et largement utilisée dans le monde des entreprises pour atteindre des objectifs ambitieux : la méthode des OKR (Objectifs et Résultats Clés). Conçue pour aider les entreprises à rester alignées, cette méthode vous permet de définir des objectifs inspirants et mesurables, qui permettent à chaque membre d'une organisation de contribuer à la réussite collective.Jean-Luc Koning, expert en OKR, nous éclaire sur la manière dont cette méthode, qu'il considère comme "un véritable levier pour la stratégie et l'exécution", peut transformer votre manière de travailler en 2025.Jean-Luc a récemment traduit l'ouvrage Radical Focus de Christina Wodtke, un bestseller mondial qui a popularisé l'utilisation des OKR. Ce livre vous éclaire sur la manière de concentrer vos efforts sur l'essentiel, de mesurer vos progrès, et d'ajuster votre trajectoire pour maximiser votre impact.Dans cet épisode, vous apprendrez :Comment fixer des objectifs ambitieux pour 2025 qui vous guideront tout au long de l'année.Pourquoi les OKR sont la clé pour transformer vos ambitions en actions concrètes et mesurables.Comment suivre vos résultats clés et ajuster vos stratégies pour garantir l'impact de vos actions.Vous découvrirez pourquoi les OKR sont aujourd'hui considérés comme une méthode éprouvée, largement utilisée par des entreprises innovantes et performantes, pour rester alignées et atteindre leurs objectifs de manière agile et mesurable. Bonne écoute !Lien d'inscription vers la newsletter gratuite : Le cercle des leaders de demain : https://lecercledesleadersdedemain.substack.com/?r=1t1xsv&utm_campaign=pub-share-checklist2 minutes – 7 questions expressPour mieux comprendre vos attentes et vous proposer un podcast encore plus utile.https://tally.so/r/npYXlB

In this episode, Quincy Hunte, Mark Rosenberg, Vivian Finney, Jessica Soroky and Hugo Froes join Melissa Perri to delve into the evolving world of Product Operations (ProdOps) and its impact on scaling product management within organizations. They explore how structuring product operations can enhance efficiency, align business and technology goals, and transform how product teams function. The conversation also touches on the integration of AI in prod ops, aiming to elevate strategic involvement while minimizing administrative tasks.Join us to discover how these leaders are pioneering scalable planning, OKR systems, and treating internal teams as customers to improve decision-making and reduce friction.Want to learn how to optimize product operations for better strategic insights and decision-making? Tune in to this episode to gain practical insights and strategies for enhancing your product management functions.You'll hear us talk about:08:45 - Structuring Product Operations for EfficiencyQuincy Hunt discusses the significance of structuring product operations to boost efficiency and align technology with business goals. He emphasizes the need for agile teams and clear decision-making roles, which are crucial for product managers to understand.18:20 - AI's Role in Shifting from Admin to StrategyThe conversation shifts to how AI can transform product operations by reducing the focus on administrative tasks, allowing product managers to engage more in strategic roles and decision-making processes.31:50 - Treating Internal Teams as CustomersMark Rosenberg and Vivian Finney share insights on how treating internal product teams as customers can streamline processes, reduce friction, and improve overall decision-making, which is essential for product managers looking to enhance team dynamics and outcomes.Episode resources:Quincy Hunte: https://www.linkedin.com/in/quincyhunte/Mark Rosenberg: https://www.linkedin.com/in/mark-rosenberg-724653/Vivian Phinney: https://www.linkedin.com/in/vivian-phinney/Jessica Soroky: https://www.linkedin.com/in/jessicasoroky/Hugo Froes: https://www.linkedin.com/in/hugofroes/Check our new course: https://productinstitute.com/p/mastering-product-strategy-overviewTimestamps:00:00 Introduction02:42 Prod Ops fundamentals07:45 Bridging tech and business through prod ops09:42 Driving visibility and standardization at scale16:11 Balancing autonomy and structure17:39 Integrating AI and evolving product ops tools21:35 Creating scalable planning and OKR systems24:39 Enabling faster decisions through insight curation

Do you ever feel like you're great at setting goals but struggle to actually reach them?     You're not alone—many people have big dreams but lack a clear path to make them happen.     On today's show, I'm going to share a simple yet powerful system used by top-performing companies like Google and Microsoft—and go over how you can apply it to your own life for real, measurable results.     Whether you want to lose weight, improve relationships, or launch a new business, I'll show you how to use this system to stay focused, take action, and reach your goals faster.     Tune in to today's Cabral Concept 3468 to learn how to use the OKR system to achieve any goal. Enjoy the show—and as always, I'd love to hear your thoughts!   - - - For Everything Mentioned In Today's Show: StephenCabral.com/3468 - - - Get a FREE Copy of Dr. Cabral's Book: The Rain Barrel Effect - - - Join the Community & Get Your Questions Answered: CabralSupportGroup.com - - - Dr. Cabral's Most Popular At-Home Lab Tests: > Complete Minerals & Metals Test (Test for mineral imbalances & heavy metal toxicity) - - - > Complete Candida, Metabolic & Vitamins Test (Test for 75 biomarkers including yeast & bacterial gut overgrowth, as well as vitamin levels) - - - > Complete Stress, Mood & Metabolism Test (Discover your complete thyroid, adrenal, hormone, vitamin D & insulin levels) - - - > Complete Food Sensitivity Test (Find out your hidden food sensitivities) - - - > Complete Omega-3 & Inflammation Test (Discover your levels of inflammation related to your omega-6 to omega-3 levels) - - - Get Your Question Answered On An Upcoming HouseCall: StephenCabral.com/askcabral - - - Would You Take 30 Seconds To Rate & Review The Cabral Concept? The best way to help me spread our mission of true natural health is to pass on the good word, and I read and appreciate every review!  

W piątek w "Onet Rano." przywita się Mikołaj Kunica, którego gośćmi będą: Dariusz Joński, Koalicja Obywatelska; Jan Ołdakowski, dyrektor Muzeum Powstania Warszawskiego; Piotr Korczyński, miesięcznik "Polska Zbrojna", Ewa Chodakowska, gość specjalny mBanku na ASP podczas Pol'and'Rock Festival. W części "Onet Rano. WIEM" gościem Magdaleny Rigamonti będzie: prof. Krystian Markiewicz, sędzia Sądu Okręgowego w Katowicach, Stowarzyszenie sędziów "Iustitia". 

How rituals, retrospectives and routines make or break execution.In the final episode of our miniseries on execution, executive coach Audrey Camp explores the overlooked power of rituals and rhythm. How do you keep goals alive beyond the kickoff meeting?What routines actually help execution stick?And why is the retrospective the most undervalued meeting in any startup?Lucas and Audrey dig into how OKRs should be integrated into your team's day-to-day—not treated like an extra task. They also discuss the danger of over-relying on tools, and why every leader needs to build their own “execution muscle.”In this episode you'll learn:Why the OKR retrospective is the most powerful tool for growth and learningHow to embed goals into your weekly rhythm without adding extra meetingsThe difference between tools and muscles—and why OKRs need bothHow leaders should use AI without outsourcing their leadershipWhy celebrating both wins and failures builds a stronger cultureAbout Audrey Camp:Audrey is an executive coach working with scaleups across Europe. With a background in communication and deep experience from Cognite, she helps leaders grow into their roles, define what matters, and execute with clarity and impact.Host: Lucas Weldeghebriel, editor in chief and CEO in Shifter

The Problem Every Leader Faces You've been there. You hire consultants, run engaging goal-setting workshops, get your team excited... then watch everything fall apart the moment the consultants leave. Sound familiar? What if there was a systematic approach that actually sticks? What You'll Discover in This Episode The Wave 9 System That's Changing How Organizations Hit Their Goals Philipp Schett reveals his breakthrough approach to OKRs (Objectives and Key Results) that goes far beyond traditional goal-setting. Instead of another "set it and forget it" workshop, Wave 9 creates magnetic systems that naturally keep teams aligned and moving forward. Key Insights You'll Walk Away With: ✅ Why your current goal-setting process is sabotaging your results (and the 4-step system that fixes it) ✅ The "German Engineering + Creative Balance" approach that drives both precision and innovation in your team ✅ How to integrate AI into your goal management without losing human judgment and team buy-in ✅ The simple feedback loop that turns 2-hour meetings into productive 3-hour strategy sessions (counterintuitive but game-changing) ✅ Why "soft resets" 2-3 times per year outperform annual planning by keeping creativity and energy high The Leadership Communication Challenge Solved Discover why your team interprets "increase revenue" completely differently than you intended - and the exact process to create crystal-clear objectives that eliminate silos and misalignment. Real Results: Organizations using this system report dramatically improved team alignment, reduced strategy confusion, and goals that actually get achieved instead of forgotten. Perfect For Leaders Who: Are tired of goal-setting workshops that don't create lasting changeWant their teams to be proactive problem-solvers, not just task-completersNeed a systematic approach to track progress without micromanagingAre curious about integrating AI into their operations intelligentlyWant to remove friction from their strategic planning process What's Next? Free Resources Mentioned: Philipp is creating a free OKR course at wave9.comFollow his regular LinkedIn posts on using OKRs to create clarity, energy, and capability Ready to Build Your Own Magnetic Systems? Get Karl's Magnetic Systems Method and other systems guides designed to help you find issues before they become expensive problems. Take Action Now Listen to this episode if you're ready to: Stop wasting time on goal-setting that doesn't workTransform your team into aligned problem-solversCreate systems that work even when you're not in the room Questions or want to suggest an amazing guest? Reach out on the Systematic Leader website. Enjoyed this episode? Take 30 seconds to rate the Systematic Leader podcast - it helps other busy leaders discover these game-changing insights. This episode is part of the Systematic Leader's mission to help family-owned and service based businesses create better systems that remove friction, save time, and build resilient cultures.

What if everything you've been taught about goal setting is actually working against you?What if the rigid structure of SMART goals is crushing your creativity, disconnecting you from your body, and forcing you into a binary that simply doesn't fit who you are?Today's guest, Zephyr (Zeph) Williams (they/them), is an anti-hustle business strategist who helps radical entrepreneurs build "breathe-easy businesses." When Zeph and I connected over our mutual loathing of SMART goals on social media, I knew we had to have this conversation.In this episode, we're diving deep into why traditional goal-setting methods fail so many of us—especially neurodivergent folks and anyone who doesn't fit the conventional mold. Zeph introduces their revolutionary SLIC method (Sustainable, Long-term, Iterative, Consistent) and shares why self-care isn't optional—it's strategic. But the real magic happens when we land on a beautiful reframe that might just change how you think about achievement forever.Want to see how No-BS OKRs fit into a coherent Connected Strategic Stack?This No-BS Connected Strategy Guide shows you what “good” looks like. Download examples of finished Connected Strategic Stacks — including best practice No-BS OKRs — and get instant clarity on your next strategic step. Includes a quick self-assessment to pinpoint your organization's biggest OKR opportunities.GET THE GUIDEEpisode Highlights:Why SMART goals create a restrictive binary that crushes creativity and explorationThe semantic problems with SMART goal terminology that create confusion and ambiguityHow "specific" goals create tunnel vision that blocks curiosity and the learning journeyThe SLIC Method: Sustainable, Long-term, Iterative, and Consistent goal-settingWhy self-care isn't selfish—it's a strategic foundation for sustainable successHow to reconnect with your body through micro-practices and energy trackingThe role of grace and compassion when breaking free from binary thinkingWhat "queering" business practices means and why it's for everyoneThe beautiful reframe from "goal setting" to "becoming"—asking "What am I becoming?"Why consistency means showing up as your needs allow, not the same way every dayHow traditional goal-setting often leads to self-abandonment and disconnection from the bodyKey Concepts Explored:The binary nature of SMART goals and why they create a restrictive pass/fail mentalityThe SLIC Method as an alternative: Sustainable, Long-term, Iterative, and Consistent goal-settingSelf-care as a radical act of rebellion against systems that devalue your worth"Queering" business practices to move beyond traditional binary frameworksThe shift from "goal setting" to "becoming" as a more expansive approach to growthBody-based awareness and reconnecting with somatic needs during goal pursuitWhy consistency means showing up according to your capacity, not rigid daily habitsCommon Questions Answered:Why do SMART goals feel so restrictive and overwhelming?What makes the SLIC method different from traditional goal-setting?How do you start reconnecting with your body if you feel disconnected?What does "queering" goal setting actually mean?How do you define consistency without burning out?Why is self-care considered strategic rather than selfish?Notable Quotes: "SMART goals are very binary. You either succeed or you fail. And I'm not somebody who does the binary very well." - Zeph Williams [00:03:00]"When I hear 'specific,' it feels like a narrowing down... You don't get to enjoy the journey and enjoying the...

Why accountability is the most overlooked leadership skill.In part three of our miniseries on execution, executive coach Audrey Camp returns to explore what might be the trickiest part of OKRs: accountability. How do you hold people to their commitments without turning the workplace into a courtroom? And how can leaders use ownership—not blame—to build trust and performance?Lucas and Audrey dig into the psychology and structure behind great accountability, and how a system like OKRs gives leaders the tools to have honest conversations—without the fear.In this episode you'll learn:Why accountability isn't about blame—but about clarity and growthHow ownership contracts give OKRs real teethWhat makes accountability conversations less awkward (and more effective)Why OKRs fail without regular check-ins and visible ownershipThe link between trust, stretch goals, and meaningful consequencesAbout Audrey Camp:Audrey is an executive coach working with scaleups across Europe. With a background in communication and deep experience from Cognite, she helps leaders grow into their roles, define what matters, and execute with clarity and impact.Host: Lucas Weldeghebriel, editor in chief and CEO in Shifter

Join Chris Salem as he talks with Philipp Schett, CEO of Wave Nine, the world's top OKR consultancy. An ex-Microsoft and Meta exec, Philipp has flipped the old OKR model to help companies slash wasted meetings and unlock real strategic work, saving clients over $200 million so far. If you think rewriting goals is enough, think again. Learn how to drive true productivity, coherence, and transformation that sticks beyond the tech bubble. Streaming on Youtube, Spotify & Apple Podcast, don't miss it only on TALRadio English!Host : Chris SalemGuest : Philipp Schett, CEO of Wave NineYou Can Reach Philipp Schett @linkedin.com/in/philipp-schett#TALRadioEnglish #OKRs #Leadership #BusinessInfluencers #Strategy #Productivity #BusinessGrowth #ExecutiveLeadership #WaveNine #ChrisSalem #GoalSetting #Transformation #Podcast #TouchALife #TALRadio

Viktor Orban na poważnie mówi o wyjściu Węgier z Unii Europejskiej. Min. Sikorski komentuje: zrobił z Węgier najbiedniejszy kraj UE. Do tego prowadzi złodziejstwo i nacjonalizm! Dziś także o planach NATO likwidacji Okręgu Królewieckiego, o nowych sankcjach na Rosję oraz o nepotyzmie w polskiej armii. #IPPTVNaŻywo #polityka #Orban #Kaczyński #UniaEuropejska ----------------------------------------------------

Застосунок «Дія» може стати технологічною платформою з комерційною моделлю, а також виокремитися в державну компанію, яка запускатиме послуги від бізнесу. Про це, а також послугу «єВідновлення», цілі Мінцифри та джерело монетизації розповів міністр цифрової трансформації України Михайло Федоров на DOU Day 2025.   ⏩ Навігація 00:00 Інтро 00:31 Про завдання Мінцифри, які важливо «дотиснути» протягом 2025 року 01:50 Мінцифри перейшло на OKR — як пройшов цей процес? 07:13 Як ШІ працює з нормативно-правовими актами? 08:13 Про цілі Мінцифри 16:38 Розвиток “Дія.Citi” — які плани? 19:54 “Дія” може стати чатом? 23:32 Монетизація у “Дії” — як це буде виглядати? 25:12 Вакансії в Мінцифри, пов'язані з ШІ: чому Михайло Федоров проводить співбесіди самостійно? 28:03 Наскільки ШІ-команда відрізняється від інших органів, які підпорядковуються Михайлу Федорову? 32:09 Як має розвиватись кібербезпека в Україні? 38:20 Яка технологія може змінити хід війни? 42:51 Питання з залу 46:37 Яку книгу радить прочитати Михайло Федоров 49:12 Михайло Федоров про важливість спорту

In part two of our miniseries on execution, executive coach Audrey Camp returns to unpack the hardest part of running a company: Focus. Why is it so elusive, even for the most driven founders? How do OKRs help cut through the noise? And what happens when teams lose focus—and motivation?Lucas and Audrey dig deep into how execution thrives when everyone is aligned, and how focus isn't just a mindset—it's a system.In this episode you'll learn:Why most companies are 30% less effective than they could be—due to lack of focusHow OKRs help organizations say no to distractions (even tempting ones)The difference between being busy and being effectiveHow to recognize and reward the right work, not just the visible or heroicWhy performance struggles are often rooted in poor focus, not poor effortAbout Audrey Camp:Audrey is an executive coach working with scaleups across Europe. With a background in communication and deep experience from Cognite, she helps leaders grow into their roles, define what matters, and execute with clarity and impact.Host: Lucas Weldeghebriel, editor in chief and CEO in Shifter.

更高的薪水、更多的成長、更好的環境……，換工作的時候，你最在意的事情是什麼？思考個人職涯時，如果你總是千頭萬緒拿不定主意，不妨試著用經營公司的角度，重新評估自己的人生選擇。 . 商業思維學院院長Gipi說，商業思維就是創造價值的思維。面對複雜的商業世界，人們摸索出許多思考工具、工作流程、驗證模型。其實，這些方法，也能轉換到個人的人生選擇。找工作的時候你會選薪水高的，還是成長空間大的？除了帳面收入，每個人的情感狀態、家庭生活、人生使命，都會影響他/她的決定與行動。 . 「面對渴望的夢想，你做過什麼冒險呢？」協助無數學員找到人生的方向，Gipi認為許多人最大的困境，是從未問過自己，到底要的是什麼。在最新作品《用商業思維優化你的人生選擇》裡，他分享了不同的工具與方法，包含寫封信給未來的自己、用OKR工具評估生涯目標……等等。期待透過這集節目，你也能找回自信、勇敢前行！ . ▍ #迷誠品Podcast EP470｜#今天讀什麼 對生涯規劃感到迷惘？一起《用商業思維優化你的人生選擇》 來賓｜游舒帆（商業思維學院院長） 主持｜李承軒（誠品職人） . ▍ 邊聽邊讀 《用商業思維優化你的人生選擇》https://eslite.me/7vvlhs . ▍ 延伸聆聽 EP451｜雪力與《MBTI我，和我的愛情說明書》：跳脫框架看待每人的不同｜今天讀什麼 https://solink.soundon.fm/episode/d2689297-343d-4d64-88d6-62b310f4312c ⭓ 誠品聯名卡︱天天賺回饋 活動詳情

#263 Marketing Strategy | Dave is joined by Jason Lyman, CMO at Customer.io, a customer engagement platform used by over 7,500 companies. Jason has led marketing at Dropbox, BetterCloud, and now heads a 30-person team driving growth across both PLG and sales-led motions.Dave and Jason cover:How to structure a B2B marketing org for scale, alignment, and channel ownershipWhy events are their #1 channel and how creative formats drive real pipelineThe KPI + OKR system they use to prioritize work and measure marketing's impactYou'll walk away with a clearer understanding of how to design your team, focus your strategy, and invest in channels that actually drive results.Timestamps(00:00) - – Intro (02:34) - – What Customer.io does and who they serve (03:34) - – Growth story: from bootstrapped to private equity-backed (05:34) - – Team size and breakdown of the 30-person marketing org (07:34) - – Balancing PLG and sales-led within one team (09:34) - – How the org is structured: focus teams vs. centers of excellence (11:34) - – Aligning team goals to sales motions and funnel stages (13:34) - – How Customer.io prioritizes internal marketing requests (15:34) - – Avoiding the “who bangs the table loudest” trap (16:34) - – Cross-functional alignment with sales and product (18:34) - – KPI vs. OKR: how Customer.io uses both (22:50) - – Examples of key KPIs for the business (24:50) - – How OKRs cascade across the org (26:50) - – Why structured goal setting leads to better marketing impact (28:50) - – What channels are working: events are back (29:50) - – Examples of creative event formats that build community (31:50) - – Building pipeline without pitching at events (33:50) - – How Customer.io defines and tracks long-term influence (36:50) - – The decline of SEO and rise of AI-influenced buying (38:50) - – Why positioning is more important than ever (40:50) - – Product and marketing alignment in a modern org (42:50) - – Selling both the product and the roadmap (43:50) - – Jason's one wish for marketers: better customer data (45:50) - – Personalization, adaptability, and breaking through the noise (46:50) - – Closing thoughts Send guest pitches and ideas to hi@exitfive.comJoin the Exit Five Newsletter here: https://www.exitfive.com/newsletterCheck out the Exit Five job board: https://jobs.exitfive.com/Become an Exit Five member: https://community.exitfive.com/checkout/exit-five-membership***Today's episode is brought to you by Zuddl.We're halfway through 2025, and one thing's clear: events continue to be one of the highest performing marketing channels. Niche meetups, conferences, curated dinners, networking - you name it. Everyone's leaning in.Events are a core part of our playbook this year at Exit Five. So far, we've hosted two virtual sessions each month, one large virtual event, one in-person meetup, and we're deep in the weeds planning our Drive conference coming back to Vermont this September.Zuddl helps us run a smarter event strategy - from driving registrations, managing invites, automating comms, reminders, analytics, tracking. Their Salesforce integration also makes it simple to report on pipeline and revenue from events without pulling in ops.On top of that, the differentiator with Zuddl is how their team is insanely good at supporting us. They always go above and beyond for us - and that's how we've been able to keep the momentum going with 12+ events already this year, with plenty more to come.If events are part of your marketing strategy, you need to look at Zuddl to see how companies like Zillow, CrowdStrike, and Iterable are using the top event platform for Business events in 2025. Head over to zuddl.com/exitfive to learn more. 

In this first episode of a four-part miniseries on execution, we dive deep into what makes goals actually work. Executive coach and OKR expert Audrey Camp joins Lucas to unpack how leaders can transition from ambition to alignment. They explore what distinguishes a SMART goal from a “SART” one, why meaning matters more than measurability, and how goal ownership can unlock true progress.Audrey draws on experience from advising growth-stage companies across Europe and her past work at Cognite, to share hard-won lessons on goal-setting, communication, and leadership development.In this episode you'll learn:Why many startup leaders are "untested" and how that impacts goal executionWhat makes a goal actually effective—and why measurability alone isn't enoughThe real power of OKRs and why they fail more often than they succeedHow to create shared ownership and meaningful alignment in your organizationThe importance of stretch goals and how to calibrate ambition with reality

Jeff Chow, Chief Product and Technology Officer at Miro, explores how harnessing AI — in addition to reshaping teams and workflows — accelerates the product development lifecycle. He also shares insight into how Miro is embracing new technology and ways of working to transform its Innovation Workspace.Topics Include:Platform & PartnershipMiro serves 250,000+ customers with 90+ million knowledge workers using their Innovation WorkspacePlatform supports discovery, definition, and delivery phases of innovation processReal-time multiplayer canvas enables team co-creation across multiple formats, including seamless transitions between structured and unstructured work.Three-tier AWS partnership: infrastructure backbone, AI services (Bedrock/Q), and joint customer solutionsInnovation Challenges & FrictionProduct development lifecycle bottlenecks: separate tools per function create process delays and collaborative frictionPain points include stalled product kickoffs, lengthy design ideation cycles, and process delays from engineering architecture discussions.Leadership struggles with project visibility and strategic alignment across initiativesAI TransformationAI fundamentally shifts workflows with universal knowledge access at fingertipsCraft democratization blurs traditional role boundaries (PMs prototyping, developers designing)Agentic workflows and agents collapse traditional development stack layersAI shortcuts enable one-button synthesis of workshops into product briefsProduct development lifecycle compression from 20 steps to 5 key phasesBedrock and Q services create significant business accelerationOrganizational DesignCommon organizational rhythms and rituals create shared working languageDriving maximum impact by aligning on big initiatives vs. distributed prioritiesCollaborating across all functions — product, engineering, design — and at all organizational levelsBottom-up innovation requiring clear problem communication throughout organizationInclusive environments welcoming ideas from junior and introverted team membersWorking backwards planning and PR FAQs adopted from Amazon methodologiesCreating the next big thing with MiroLarge enterprises use Miro for strategic planning, OKR planning, capacity planning, roadmappingVisual proof-of-concepts and live demos make abstract concepts tangibleSame-day product brief delivery improves team collaboration and ownershipVoice of customer integration: automated synthesis of feedback into feature developmentMiro uses Miro internally to build next-generation featuresEnhanced employee engagement alongside improved business outcomesCustomers consistently achieve 2-3x time-to-market improvementsParticipants:Jeff Chow – Chief Product and Technology Officer, MiroJohan Broman – EMEA ISV Head of Solutions Architecture, AWSFurther Links:Website: https://miro.com/page/product-leaders/Miro in the AWS MarketplaceSee how Amazon Web Services gives you the freedom to migrate, innovate, and scale your software company at https://aws.amazon.com/isv/

When it comes to nonprofits and associations, the underlying message from this podcast is crystal clear: let's embrace the end of pointless busy work and move toward measuring how the work we do directly impacts mission.

Moim i Waszym gościem jest Wojtek Błaszkiewicz-Okrągły, twórca Must Bake – cukierniczego projektu, który pokochało Trójmiasto. Rozmawiamy o jego drodze, inspiracjach i o tym, jak łączy wypieki z jakością, rzemiosłem i dobrą kawą.Linki:- Strona domowa- Instagram | X/Twitter- Must BakePartnerzy:- Palarnia kawy HAYB (w odcinku kod -10% na kawy i herbaty!)- Must BakeProwadzący: Krzysztof KołaczMam prośbę: Oceń ten podcast w Apple Podcasts oraz na Spotify. Zostaw tyle gwiazdek, ile uznasz. Twoja opinia ma znaczenie!Zainteresowany współpracą? Pogadajmy! kawa@boczemunie.plSłuchaj, gdzie chcesz: Apple Podcasts | Spotify i przez RSS.Rozdziały:(00:00:00) INTRO(00:00:44) Wstępniak(00:05:07) Historia Wojtka i Must Bake(00:35:33) Rady dla Was i co przyniesie przyszłość

What is the Objectives & Key Results (OKR) framework? Why is the measurement and transparency of operating results so important to organizational health? How does the adoption of the OKR framework help make achieving balance between trust and accountability more achievable? To help answer these questions, we have Phillipp Schett joining us today on the Balancing Act Podcast. Phillipp is the founder and CEO of Wave Nine – a strategy execution consultancy focused on helping companies get the most out of the OKR framework. Tune into episode 198 to hear Phillipp's story, his career rocket-booster moment, and his thoughts on the use of OKRs to improve organizational trust and accountability. To learn more about Phillipp Schett, visit: https://wavenine.com/  To learn more about Andrew Temte, visit: https://www.andrewtemte.com 

Decisions and Metrics Abstract Greg and Fred discuss the importance of key metrics, whether KPI’s or OKR’s, to determine the quality of decision making. Key Points Join Greg and Fred as they discuss decision making, metrics, and objectives. What works? What doesn’t? And, how to develop better operational measures. Topics include: How organizations track performance? […] The post SOR 1079 Decisions and Metrics appeared first on Accendo Reliability.

What does it really mean to have a bias toward action and how do you build that into your culture without skipping strategy? Boris Gloger joins Brian Milner for a deep dive on experimentation, leadership, and the difference between tactical work and true strategic thinking. Overview In this conversation, Brian welcomes longtime Scrum pioneer, consultant, and author Boris Gloger to explore the tension between planning and doing in Agile environments. Boris shares how a bias toward action isn’t about skipping steps—it’s about shortening the cycle between idea and feedback, especially when knowledge gaps or fear of mistakes create inertia. They unpack why experimentation is often misunderstood, what leaders get wrong about failure, and how AI, organizational habits, and strategy-as-practice are reshaping the future of Agile work. References and resources mentioned in the show: Boris Gloger LinkedIn Leaders Guide to Agile eBook Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Boris Gloger is a pioneering agile strategist and Germany’s first Certified Scrum Trainer, known for shaping how organizations across Europe approach transformation, strategy, and sustainable leadership. As founder of borisgloger consulting, he helps teams and executives navigate complexity—blending modern management, ethical innovation, and even AI—to make agility actually work in the real world. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the one, the only Mr. Boris Glogger with us. Welcome in Boris. Boris Gloger (00:11) Yeah, thank you, Eurobrein, for having me on your show. Brian Milner (00:14) Very excited to have Boris here. For those of you who haven't crossed paths with Boris, Boris has been involved in the Scrum movement, I would say, since the very, very earliest days. He's a CST, he's a coach, he's an author, he's a keynote speaker. He had a book early called The Agile Fixed Price. He runs his own consultancy in Europe. And he has a new book that's been, that's going to be coming out soon called strategy as practice. And that's one of the reasons we wanted to have Boris on is because there's kind of this topic area that's been percolating that I've heard people talk about quite often. And I see some confused looks when the, when the topic comes up, you hear this term about having a bias toward action. And, we just wanted to kind of dive into that a little bit about what that means to have a bias toward action. and really how we can apply that to what we do in our day-to-day lives. So let's start there, Boris. When you hear that term, having a bias toward action, what does that mean to you? Boris Gloger (01:12) The fun thing is I was always in tune with the idea because people said my basic mantra at the beginning of doing agile was doing as a way of thinking. So the basic idea of agile for me was always experimentation, trying things out, breaking rules, not for the sake of breaking rules, but making to create a new kind of order. the basic idea is like we had with test-driven development at the beginning of all these agile approaches and we said, yeah, we need to test first and then we have the end in our mind, but we don't know exactly how to achieve that. So there is this kind of bias towards action. That's absolutely true. On the other hand, what I've always found fascinating was that even the classical project management methodologies said, Yeah, you have to have a plan, but the second step is to revise that plan. And that was always this, do we plan planning and reality together? And actually for me at the beginning, 35 years ago, was exactly that kind of really cool blend of being able to have a great vision and people like Mike and all these guys, they had always said, we need to have that kind of a vision, we need to know. Yeah, if the product owner was exactly that idea, you have to have that vision, but you really need to get the nitty-gritty details of, so to say, of doing this stuff. Brian Milner (02:40) Yeah, that's awesome. And the thing that kind of always pops to my head when I think about this is, we hear this term bias toward action and there's sort of this balance, I think a little bit between planning and action, right? I mean, you wanna plan, you wanna plan well, but you don't wanna over plan. You don't wanna waste too much time trying to come up with a perfect plan. You wanna... you want to do things, but you also don't want to be, you don't want to rush into things. So how do people find that balance between not just, you know, going off, you know, like we say in the U S half cocked a little bit, you know, like just not, not really not ready to really do the thing that you're going to do. Cause you didn't really invest the time upfront, but on the other hand, not spending so much time that you're trying to get the perfect plan before you do anything. Boris Gloger (03:28) You know, the problem, for me, the issue was solved by when I figured out that the teams typically struggle not to achieve, for instance, the sprint goal or the end or whatever they wanted to accomplish when they have not the right know-how. So it's a knowledge problem. So for instance, I don't know if this is still the case, but sometimes developers say, need to... to immerse myself with that I need to figure that out. I need to get the new framework before I can do something about estimates or something. So whenever you hear that, that you know that person that just tries to give you an estimate or the team that would like to come into a sprint goal or whatever it is, they are not really knowing what topic is about. It's a knowledge gap. And then people tend to go into that analysis paralysis problem. They don't know exactly what they need to do. So therefore they need to investigate. But by doing investigation, you start making that big elephant in the corner, larger and larger and larger and larger because you go that ishikara diagram, you have too many options. It's like playing chess with all options at hand and not have enough experience. What kind of gambit you would like to do. So everything's possible and by, because you have not enough experience, you say everything's possible, that creates too much of a planning hassle. And Agile, is the funny thing is, made us very transparent by just saying, okay, let's spend maybe two weeks. And then we figured out two weeks is too much. So let's do a spike, then we call it a spike. The basic idea was always to have a very short time frame, timeline where we try to bring our know-how to a specific problem, try to solve it as fast as possible. And the funny thing was actually was, as if I I confess myself that I don't know everything, or anything, sorry, that I don't know anything, then I could say, I give me a very short timeline, I could say I spend an hour. And today we have chat, CVT and perplexity and all that stuff. And then we could say, okay, let's spend an hour observation, but then we need to come up with a better idea of what we are talking about. So we can shorten the time cycle. So whenever I experienced teams or even organizations, when they start getting that planning in place, we have a knowledge problem. And a typical that is, is, or the classical mindset always says, okay, then we need to plan more. We need to make that upfront work. For instance, we need to have backlogs and we need to know all these features, even if we don't know what kind of features our client really would like to have. And the actual software problem is saying, okay, let's get out with something that we can deliver. And then we get feedback. And if we understand that our kind of the amount of time we spend is as cheap as possible. So like we use the tools that we have. We used to know how that we have. We try to create something that we can achieve with what we can do already, then we can improve on that. And then we can figure out, we don't know exactly what we might need to have to do more research or ask another consultant or bring in friends from another team to help us with that. Brian Milner (06:46) It's, sounds like the there's a, there's a real, kind of focus then from, from what I'm hearing from you, like a real focus on experimentation and, you know, that, that phrase we hear a lot failing fast, that kind of thing. So how, do you cultivate that? How do you, how do you get the organization to buy in and your team to buy into that idea of. Let's experiment, let's fail fast. And, and, we'll learn more from, from doing that than just, you know, endlessly planning. Boris Gloger (07:12) I think the URCHAR community made a huge mistake of embracing this failure culture all the time. We always tell we need to call from failure because we are all ingrained in a culture in the Western society at least, where we learned through school our parents that making failures is not acceptable. Brian Milner (07:18) Ha ha. Boris Gloger (07:32) And I came across Amy Atkinson and she did a great book to make clear we need to talk about failures and mistakes in a very different kind of way. We need to understand that there are at least three kinds of mistakes that are possible. One is the basic mistake, like a spelling error or you have a context problem in a specific program that you write or you... You break something because you don't know exactly how strong your material is. That is basic mistake. You should know that. That's trainable. The other is the kind of error that you create because the problem you try to solve has too many variables. So that's a complicated problem. You can't foresee all aspects that might happen in future. So typical an airplane is crashing. So you have covered everything you know so far. But then there's some specific problem that nobody could foresee. That's a failure. But it's not something that you can foresee. You can't prevent that. You try to prevent as best as possible. And that's even not an accepted mistake because sometimes people die and you really would like to go against it. So that's the second kind of mistakes you don't like to have. We really like to get out of the system. And then there's a third way kind of mistakes. And that is exactly what we need to have. We need to embrace that experimentation and even experimentation. mean, I started physics in school and in university and an experimental physicists. He's not running an experiment like I just throw a ball around and then I figure out what happens. An experiment is a best guess. You have a theory behind it. You believe that what you deliver or that you try to find out is the best you try to do. The Wright brothers missed their first airplane. I mean, they didn't throw their airplane in the balloon. Then it gets destroyed. They tried whatever they believed is possible. But then you need to understand as a team, as an organization, we have never done this before, so it might get broken. We might learn. For instance, we had once a project where we worked with chemists 10 years ago to splice DNA. So we wanted to understand how DNA is written down in the DNA sequence analyzer. And I needed to understand that we had 90 scientists who created these chemicals to be able to that you can use that in that synthesizer to understand how our DNA is mapped out. And we first need to understand one sprint might get results that 99 of our experience will fail. But again, management said we need to be successful. Yeah, but what is the success in science? I mean, that you know this route of action is not working, right? And that is the kind of failure that we would like to have. And I believe our Agile community need to tell that much more to our clients. It's not like, we need to express failure. No, we don't need to embrace failure. We don't want to have mistakes and we don't want to have complicated issues that might lead to the destroying of our products. need on the other hand, the culture, the experimentation to figure out something that nobody knows so far is acceptable, it's necessary. And then, edge our processes help us again by saying, okay, we can shorten the frame, we can shorten the time frame so that we can create very small, tiny experiments so that in case we are mistaken, Not a big deal. That was the basic idea. Brian Milner (11:04) That's a great point. That's really a great point because you're right. It's not failure in general, right? There are certain kinds of failures that we definitely want to avoid, but there's failure as far as I run an experiment. at that point, that's where we start to enter into this dialogue of it's not really a failure at that point. If you run an experiment and it doesn't turn out the way you expected, it's just an experiment that didn't turn out the way you expected. Boris Gloger (11:30) Basically, every feature we create in software or even in hardware, we have never done it before. So the client or our customers can't use it so far because it's not there. So now we ship it to the client and then he or she might not really use it the way that we believe it is. Is it broken? it a mistake? It was not a mistake. It was an experiment and now we need to adapt on it. And if we can create a system, that was all that was agile, I think was a bot. On very first start, if we can create a system that gives us feedback early. then that guessing can't be so much deviation or say in a different way, our investment in time and material and costs and money and is shortened as much as possible. So we have very small investments. Brian Milner (12:13) Yeah, that's awesome. I'm kind of curious too, because, you know, we, we, we've talked a little bit at the beginning about how, you know, this is part of this bias towards action as part of this entrepreneurial kind of mindset. And I'm curious in your, experience and your consultants experience that you've worked with big companies and small companies, have you noticed a difference in sort of that bias toward action? Uh, you know, that, that kind of. is represented in a different way in a big company versus a more small startup company. Boris Gloger (12:48) The funny thing is I don't believe it's a problem of large corporations or small, tiny little startups, even if we would say that tiny little startups are more in tune in making experiments. It's really a kind of what is my mindset, and the mindset is a strange word, but what is my basic habit about how to embrace new things. What is the way I perceive the world? Every entrepreneur who tries to create it or say it different way, even entrepreneurs nowadays need to create business plans. The basic ideas I can show to investors, everything is already mapped out. I have already clients. I have a proven business model. That is completely crazy because If it were a proof business model, someone else would have already done it, right? So obviously you need to come up with the idea that a kind of entrepreneur mindset is a little bit like I try to create something that is much more interesting to phrase it this way. by creating something, it's like art. You can't, can't... Plan art, I mean, it's impossible. I mean, you might have an idea and you might maybe someone who's writing texts or novels might create a huge outline. But on the other hand, within that outline, he needs to be creative again. And someone will say, I just start by getting continuous feedback. It's always the same. You need to create something to be able to observe it. that was for me, for me, that was the epiphany or the idea 25 years ago was, I don't know what your background is, but I wasn't a business analyst. Business analysts always wanted to write documents that the developer can really implement, right? And then we figured out you can't write down what you need to implement. There's no way of writing requirements in the way that someone else can build it. That's impossible. And even philosophers figure that out 100 years ago is written, Shanti said, you can't tell people what is the case. It's impossible. So, but what you can do, you can create something and you can have it in your review. And then you can start discussing about what you just created. And then you create a new result based on your observations and the next investment that you put in that. And then you create the next version of your product, your feature, your service, et cetera. Brian Milner (15:12) Hmm. Boris Gloger (15:25) And when we came back to the entrepreneur mindset and starting companies, Greaves created exactly that. He said, okay, let's use scrum to come up with as much possibilities for experimentation. And then we will see if it works. Then we can go on at that. And large corporations typically, They have on the one hand side, have too much money. And by having too much money, you would like to get an investment and they have a different problem. Typically large corporations typically needs to, they have already a specific margin with their current running products. And if you come up with a new business feature product, you might not get that as that amount of of revenue or profitability at the beginning. And therefore, can't, corporations have the problem that they have already running business and they are not seeing that they need to spend much, much more money on these opportunities. And maybe over time, that opportunity to make money and that's their problem. So this is the issue. It's not about entrepreneurial mindsets, it's about that. problem that you are not willing to spend that much money as long as you make much more money, it's the same amount of time on your current business. It happens even to myself, We are running a consulting company in Germany and Austria, and Austria is much smaller than Germany's tenth of the size. And if you spend one hour of sales in Austria, you don't make that much money in Austria than you make in Germany. this investment of one hour. Where should you focus? You will always focus on Germany, of course. means obvious. Brian Milner (17:08) Yeah. Yeah. Boris Gloger (17:10) Does it make sense? Maybe I'm running so. Brian Milner (17:14) No, that makes sense. That makes sense entirely. And so I'm kind of curious in this conversation about action and having a bias toward action then, what do you think are some of the, in your experience in working with companies, what have you seen as sort of the common obstacles or barriers, whether that be psychological or. organizational, what do you find as the most common barriers that are preventing people from having that bias toward action? Boris Gloger (17:44) the they are they are afraid of the of that of tapping into the new room endeavor. So that was always my blind spot because I'm an entrepreneur. I love to do new things. I just try things out. If I've either reading a book, and there's a cool idea, I try to what can happen. But we are not And most organizations are not built that way that they're really willing to, when most people are not good in just trying things out. And most people would really like to see how it's done. And most people are not good in... in that have not the imagination what might be possible. That's the we always know that product adoption curve, that the early adopters, the fast followers, the early minority, the late minority. And these inventors or early adopters, they are the ones who can imagine there might be a brighter future if I try that out. And the other ones are the ones who need to see that it is successful. And so whenever you try implementing Scrum or design thinking or mob programming or I don't whatever it is, you will always have people who say it's not possible because I don't have, haven't seen it before. And I sometimes I compare that with how to how kids are learning. Some kids are learning because they see how what is happening. They just mirroring what they see. And some kids are start to invent the same image in imagination. And but both that we are all of us are able to do both. It's not like I'm an imaginary guy who's inventing all the time and I don't, people, maybe there's a preference and the organizations have the same preference. But typically that's the problem that I see in organizations is based on our society and our socialization, on our business behaviors and maybe the pressure of large corporations and all that peer pressure is Brian Milner (19:34) Yeah. Yeah. Boris Gloger (19:54) The willingness to give people the room to try something out is the problem. Well, not the problem, it's the hinders us of being more innovative in organizations. Brian Milner (19:59) Yeah. Yeah. Well, that brings to mind a good question then too, because this experimentation mindset is very, very much a cultural kind of aspect of an organization, which speaks to leadership. And I'm kind of curious from your perspective, if you're a leader, what kind of things can you do as a leader to encourage, foster, of really nurture? that experimentation mindset in your organization. Boris Gloger (20:34) Let's have a very simple example. Everybody of us now maybe have played with chat, CPT, Suno, perplexity and so on. So that's the school AI technology around the corner. And what happens now in organizations is exactly what happens 30 years ago when the internet came here. You have leadership or managers who say, that's a technology, I give it to the teams, they can figure out whatever that is. And the funny thing is, if you have a technology that will change the way we behave, so it's a social technology, a kind of shift, then I need to change my behavior, I need to change the way I do I'm doing things. Yeah, everybody of us has now an iPhone or an Android or whatever it is, but but we are using our mobiles in a completely different way than 30 years ago. And to lead us and manage us, we need to train ourselves first before we can help our teams to change. So the problem is that Again, a lot of Agilist talks about we need, first we need to change the culture of organizations to be able to do Agile and so on and so on. That's complete nonsense. But what we really need to is we need to have managers, team leads, it with team leads, to help them to do the things themselves because Agile, even in the beginning, now it's technology change, now it's AI, is something that changes the way we do our stuff. It's kind of habit. And we need to help them to seize themselves. Maybe they can only seize themselves by doing that stuff. And that goes back to my belief that leadership needs to know much more about the content of their teams and the way these teams can perform their tasks and the technology that is around to be able to thrive in organizations. Brian Milner (22:40) Yeah. Yeah. I love this discussion and I love that you brought up, you know, AI and how that's affecting things here as well. how do you think that's having a, do you think that's making it easier, harder? How do you think AI is, is kind of influencing this bias toward action mentality? Boris Gloger (22:59) Yeah, it depends on if you are able to play. mean, because the funny thing is, it's a new kind of technology. really knows what all these tools can do by themselves. And it's new again. It's not like I have done AI for the next last 10 years and I know exactly what's possible. So we need to play. So you need to log in to adjust it. Yesterday, I tried something on Zulu. I created the company song in 10 seconds. I went to ChatGVT, I said I need a song, I need lyrics for a company song. These are the three words I would like to have, future, Beurus Kluger, and it needs to be that kind of mood. ChatGVT created the song for my lyrics, then they put the lyrics into the... And they created a prompt with ChatGVT and then put that prompt in my lyrics into Sono and Sono created that song within 10 seconds. I mean, it's not get the Grammy. Okay. It's not the Grammy. But it was, I mean, it's, it's, it's okay. Yeah. It's a nice party song. And now, and just playing around. And that is what I would like to see in organizations, that we start to play around with these kind of technologies and involve everybody. But most people, the very discussions that I had in the last couple of weeks or months was about these tools shall do the job exactly the same way as it is done today. So it's like... I create that kind of report. Now I give that to Chet Chibati and Chet Chibati shall create that same report again. That is nonsense. It's like doing photography in the old days, black and white. And now I want to have photography exactly done the same way with my digital camera. And what happened was we used the digital cameras changed completely the way we create photography and art. changed completely, right? And that is the same thing we need to do with ChatGV team. And we need to understand that we don't know exactly how to use it. And then we can enlarge and optimize on one hand the way we are working, for instance, creating 20 different versions for different social media over text or something like that, or 20 new pictures. But if I would like to express myself, so, and... and talk about my own behavior or my own team dynamic and what is the innovation in ourselves, then we need to do ourselves. And we can use, that is the other observation that we made. The funny thing that goes back to the knowledge issue, the funny thing is that teams typically say, I don't know if it's in the US, but at least in my experience, that we still have the problem within teams. that people believe this is my know-how and that is your know-how and I'm a specialist in X or Y set. So they can't talk to each other. But if you use maybe chat GPT and all these tools now, they can bridge these know-how gaps using these tools. And suddenly they can talk to each other much faster. So they get more productive. It's crazy. It's not like I'm now a fool with a tool. I can be a fool and the tool might help me to overcome my knowledge gaps. Brian Milner (26:20) Now this is awesome. I know that your book that's coming out, Strategy is Practice, talks about a lot of these things. Tell us a little bit about this book and kind of what the focus is. Boris Gloger (26:30) the basic idea when I started doing working on the on strategies, we be in the the actual community, we talk about strategy as what is a new idea of being OKR. So OKR equals strategy, and that is not true. And I came up with this basic idea, what is the basic problem of of strategic thinking and we are back to the in most organizations, we still believe strategy is the planning part and then we have an implementation part. And years ago, I came across a very basic, completely different idea that said every action is strategy. Very simple example. You have the strategy in a company that you have a high price policy. Everything you do is high price. But then you are maybe in a situation where you really need money, effort, revenue issues, liquidation, liquidation problems. Then you might reduce your price. And that moment, your strategy is gone. just your obviously and you have now a new strategy. So your actions and your strategies always in line. So it's not the tactic for the strategy, but tactic is strategy. And now we are back to Azure. So now we can say, okay, we need kind of a long-term idea. And now we can use for creating the vision. For instance, you list the V2MOM framework for creating your vision. But now I need to have a possibility to communicate my strategic ideas. And in the Azure community, we know how to do this. We have plannings and we have dailies and we have reviews and retrospectives. So now I can use all these tools. I can use from the bookshelf of Azure tools. I can use maybe OKRs to create a continuous cycle of innovation or communication so that I get that everybody knows now what is the right strategy. And I can feed back with the reviews to management. that the strategy approach might not work that way that they believed it's possible experimentation. And then and I added two more ideas from future insight or strategic foresight, some other people call it. So the basic idea is, how can I still think about the future in an not in the way of that I have a crystal ball. But I could say, how can I influence the future, but I can only influence the future if I have an idea what might be in future. It's like a scenario. Now you can create actions, power these kind of scenarios that you like, or what you need to prevent a specific scenario if you don't like that. And we need a third tool, that was borrowed from ABCD risk planning, was the basic idea, how can I get my very clear a very simple tool to get the tactics or the real environmental changes like suddenly my estimates might not be correct anymore or my suggestions or beliefs about the future might not get true in the future. So I need kind of a system to feed back reality in my strategy. it's a little bit like reviewing all the time the environment. And if you put all that together, then you get a very nice frame how to use strategy on a daily practice. It's not like I do strategy and then have a five-year plan. No, you have to do continuously strategy. And I hope that this will help leaders to do strategy. I mean, because most leaders don't do strategy. They do tactic kind of work. and they don't spend They don't spend enough time in the trenches. to enrich their strategies and their thinking and their vision. because they detach strategy and implementation all the time. That's the basic idea. Brian Milner (30:30) That's awesome. That sounds fascinating. And I can't wait to read that. That sounds like it's going to be a really good book. So we'll make sure that we have links in our show notes to that if anyone wants to find out more information about that or learn more from Boris on this topic. Boris, can't thank you enough for making time for coming on. This has been a fascinating discussion. Thank you for coming on the show. Boris Gloger (30:40) Yeah. Yeah, thank you very much for having me on your show and appreciate that your time and your effort here. Make a deal for the, it's very supporting for the agile community. Thank you for that. Brian Milner (30:57) Absolutely. Yeah, yeah, thank you.

Tim Herbig Connecting the dots of Product Strategy, Product OKRs, and Product DiscoveryIn this episode, we welcome Tim Herbig, a product leadership coach with a special focus on OKRs, in addition to product strategy and discovery. Tim shares his unique journey from product management to coaching, elaborating on the complexities and nuances of implementing OKRs in various business contexts. Through his insightful discussion, Tim covers the misconceptions about OKRs, the importance of adapting them to your specific needs, and effective strategies for measuring success. He also dives into the integration of product discovery and product strategy with OKRs, offering practical advice for product leaders facing challenges with OKR implementation. Whether you're in a startup or a large enterprise, Tim's expertise provides valuable perspectives on how to make OKRs work for your team.00:00 Introduction and Guest Welcome00:48 Tim Herbig's Journey into Product Management01:52 Transition to Coaching and Consultancy03:53 Specialization in OKRs and Product Management06:50 Adapting OKRs to Different Contexts09:46 Challenges and Strategies in OKR Implementation13:58 Measuring Success and Influence in OKRs22:47 OKRs in Product vs. Broader Company Context25:38 The Role of OKRs in Strategy and Discovery27:11 Confidence and Hypotheses in Strategy29:36 OKRs in Startups vs. Large Enterprises32:07 Adapting OKRs to Fit Your Context33:47 Common Misconceptions and Best Practices40:00 Aligning OKRs Across Teams47:43 When to Bring in OKR Support50:57 Conclusion and Contact Information

BONUS: Tom Gilb on Building True Engineering Culture and Delivering Value Through Evolutionary Methods In this BONUS episode, we dive deep into the world of true engineering discipline with Tom Gilb, a pioneer who was writing about Agile principles before Agile was even named. We explore his latest book "Success - Super Secrets & Strategies for Efficient Value Delivery in Projects and Programs, and Plans" and uncover the fundamental flaws in how organizations approach project delivery and stakeholder management. The Genesis of Success-Focused Engineering "People were failing at project deliveries - even when using Agile. I saw there was very little about setting clear goals and reaching them, it had nothing to do with being successful." Tom's motivation for writing his latest book stems from a critical observation: despite the widespread adoption of Agile methodologies, project failure rates remain unacceptably high. The core issue isn't methodology but rather the fundamental lack of clarity around what success actually means. Tom emphasizes that true success is about achieving the improvements you want at a price you can afford, yet most organizations fail to define this clearly from the outset. In this segment, we refer to the book How Big Things Get Done by Bent Flyvbjerg who published statistics on the poor performance of projects in general. Beyond OKRs: The Power of Quantified Multi-Dimensional Objectives "First you need to have a definition of what it means to succeed. And that needs to be multi-dimensional. And you need to clarify what they are." While many organizations believe they're already quantifying objectives through frameworks like OKRs, Tom reveals significant weaknesses in these approaches. True value isn't just profit—it encompasses multiple dimensions including security, usability, and other stakeholder-specific benefits. The key insight is learning to quantify what needs to be achieved across all critical dimensions, as you simply cannot design for high-quality attributes like security without first quantifying and designing for them explicitly. In this segment, we talk about Tom's paper on OKR's titled "OKR Objectives and Key Results: what's wrong and how to fix it". The Missing Engineering Discipline "Why is the failure rate of our projects so high?" Tom identifies a paradoxical problem: engineering organizations often lack true engineering discipline. This fundamental gap explains why project success rates remain low despite technological advances. Real engineering requires systematic approaches to design, stakeholder analysis, and incremental value delivery—disciplines that are often overlooked in favor of rushed implementations. Stakeholder Analysis: Beyond User Stories "Stakeholders have a requirement - even if we don't know it. They might be people, but also law, contract, policies, etc. They all have requirements for us." Traditional user-centered methods like user stories can lead to failure when critical stakeholders are overlooked. Tom advocates for comprehensive stakeholder analysis as the foundation of engineering discipline. Stakeholders aren't just people—they include laws, contracts, policies, and other constraints that have requirements for your system. The practical tip here is to use AI tools to help identify and list these stakeholders, then quantify their specific requirements using structured approaches like Planguage. The Gilb Cycle: True Incremental Value Delivery "Get things done every week, next week, until it's all done. We need to decompose any possible design into enough increments so that each increment delivers some value." What distinguishes Tom's evolutionary approach from popular Agile frameworks is the focus on choosing the most efficient design and then systematically improving existing systems through measured increments. Each increment must deliver tangible value, and the decomposition process should be aided by AI tools to ensure optimal value delivery. This isn't just about iteration—it's about strategic improvement with measurable outcomes. Building Engineering Culture: A Two-Leader Approach "There are two leaders: the tech leaders and the management leaders. For management leaders: demand a value stream of results starting next week. To the tech leaders: learn the engineering process." Creating a true engineering culture requires coordinated effort from both management and technical leadership. Management leaders should demand immediate value streams with weekly results, while technical leaders must master fundamental engineering processes including stakeholder analysis and requirement quantification. This dual approach ensures both accountability and capability development within the organization. Further Resources During this episode we refer to several of Tom's books and papers. You can see this list below Software Metrics by Tom Gilb Principles of software engineering management - Also available in PDF Evo book   About Tom Gilb Tom Gilb, born in the US, lived in London, and then moved to Norway in 1958. An independent teacher, consultant, and writer, he has worked in software engineering, corporate top management, and large-scale systems engineering. As the saying goes, Tom was writing about Agile, before Agile was named. In 1976, Tom introduced the term "evolutionary" in his book Software Metrics, advocating for development in small, measurable steps. Today, we talk about Evo, the name that Tom used to describe his approach. You can link with Tom Gilb on LinkedIn.

כשה-OKR מוטמעים נכון, זה קסם. הם ממקדים, מניעים ומייצרים שפה משותפת שמאפשרת לצוותים לשתף פעולה ולהתקדם. אבל אם אחרי שני רבעונים התחושה היא שה-OKR עובדים עליכם יותר משאתם עובדים איתם – כנראה שמשהו צריך להשתנות. בפרק הזה, גלעד מארח את עדי סוזן, מומחית לניהול מוצר ו-OKR, לשיחה פתוחה על איך לעשות את זה נכון. מה בפרק? למה בכלל OKR? חיבור בין ויז'ן, אסטרטגיה וביצוע יומיומי, מיקוד במה שחשוב עכשיו, שפה משותפת בין צוותים, והנעה של שינוי אמיתי. העקרונות שמחזיקים את השיטה: Outcome > Output, חשיבה בסגנון Moonshot, העצמה של הצוותים (ולא רק ביצוע), ושימוש בריטואלים שבועיים ורבעוניים לתיאום והכוונה. איך מתחילים נכון? להתחיל קטן, לוודא שיש buy-in מהנהלה, לבחור מטרה משמעותית ולא רק פרויקט, ולבנות שגרות עבודה ברורות אך לא בירוקרטיות. מתי זה לא עובד? סימני אזהרה נפוצים כמו עבודה בשביל ה-OKR במקום שהם ישרתו אתכם, חוסר שיח פתוח, מדדים שלא באמת משקפים שינוי, והתעקשות על השלמת משימות גם כשברור שאין להן ערך. איך לתקן? סבלנות (לפחות רבעון-שניים), רטרוספקטיבה מתמדת, בדיקה אמיתית של יכולות הצוות (capacity), ומיקוד בשיתוף פעולה על ההזדמנויות הגדולות ביותר. דוגמאות מהשטח: איך OKR משותפים בין צוותים הצליחו לשפר את חוויית הלקוח ולקצר את הדרך לערך.

In this episode I talk to Sara Lobkovich about the three important questions every organization needs to ask themselves when setting stragetic short and long term goals.  Introduction I'm Sara Lobkovich, a strategy coach and OKR activist who helps leaders transform their big ideas into measurable impact without sacrificing wellbeing. As creator of the Connected Strategy on a Page and No-BS OKRs, she has trained over 2,000 OKR Coaches in 300+ organizations globally, including Fortune 500 companies. Her methodology strips away the confusion that typically surrounds strategic planning, replacing it with clear frameworks that drive real results. A board-certified Health and Wellness Coach, Sara brings a unique perspective to organizational strategy, integrating evidence-based approaches to behavior change and wellbeing into her work with organizations and individuals.   Resources mentioned in this episode Follow Sara: Website: HERE LinkedIn: HERE Instagram: HERE TikTok: HERE Bluesky: HERE   Thank you for listening. If you enjoyed this episode, please consider subscribing and leaving a review. Leave comment on what you enjoyed from the episode and if you have any suggestions for future episodes, I'd love to hear from you. Even better, share it with a friend or colleague and turn on the notifications so that you never miss an episode. It really helps the podcast gain more listeners so that we can grow our Lead From Within community. Thanks everyone! Keep reaching for your highest branch! Let's Connect Follow me on LinkedIn Here Visit my website Here Email: mthomson@curisconsulting.ca  Self-Care Guide on Amazon: Canada: HERE USA: HERE Leave me a voice note HERE and have it included on a future podcast! Just click on the "message" tab.  It is greatly appreciated!  

Ben is the President and founder of OKRs.com. For those unfamiliar with this concept…OKRs stands for Objectives and Key Results. And Ben has more OKR coaching experience than anyone on the planet. He has literally helped thousands of leaders learn how OKRs are different than performance metrics and how to use them as a navigational tool…not just a management tool. In this episode, Ben shares stories from some of the most iconic companies in the world and how OKRs led to a massive transformation…and more importantly…how each of you can as well to create inflection points that change the trajectory of YOUR team. You can connect with Ben on LinkedIn here. (https://www.linkedin.com/in/benlamorte/) You can check out OKRs.com here (https://okrs.com/). You can check out Ben's “OKR Field Book Preview” here. (https://okrs.com/the-okrs-field-book-preview/) You can check out Ben's Approach to Implementing OKRs here. (https://okrs.com/coaching/okrs-coaching-remote-program/) For video excerpts of this and other episodes of the Sales Leadership Podcast, check out Sales Leadership United Here. (https://www.patreon.com/c/SalesLeadershipUnited) Be sure to check out the full video of this episode on our YouTube channel here.

BONUS: Beyond Individual Talent: 2 Leadership Myths We all Believed in with Arne Roock In this BONUS episode, we delve into the complexities of team effectiveness with Arne Roock, an experienced Agile consultant who has worked with organizations ranging from startups to large corporations. Arne shares his insights on what truly makes teams perform at their highest level, why simply assembling talented individuals isn't enough, and how organizations can move beyond the "feature factory" mindset to focus on outcomes and impact. The Myth of Individual Talent in Teams "A team of experts is not an expert team." Arne breaks down the common misconception that placing highly talented individuals together automatically creates a high-performing team. Drawing parallels from sports, he points to examples like the "Red Army" hockey team and the famous "Miracle on Ice," where team cohesion proved more valuable than individual star power. Through his consulting work, Arne observed that quick-fix workshops often produced short-term improvements but failed to create lasting change. Sometimes, teams even deteriorated after temporary interventions. This led him to Richard Hackman's work on team effectiveness, particularly the 60-30-10 rule: leaders should spend 60% of their time designing teams, 30% launching teams, and only 10% on coaching interventions. Coaching alone cannot change a team's trajectory without proper design and launch Leaders should engage with coaches at the beginning of team formation Teams need sufficient stability to achieve meaningful impact Existing teams can be relaunched or redesigned to improve performance In this segment, wer refer to Richard Hackman's 6 conditions for effective teams, and to Margaret Heffernan's Superchicken Paradox Ted Talk, and to the episode with Heidi Helfand about Re-teaming. Balancing Delivery Focus with Team Development "Organizations trends go in waves." Arne discusses the pendulum swing in organizational approaches, noting how Agile emerged as a countermovement to process-centric methodologies. Currently, he observes a strong emphasis on delivery, with many organizations repositioning Scrum Masters as delivery leads. This trend, while addressing immediate business needs, often undermines the fundamental team-building aspects of the Scrum Master role. Arne suggests that we need to find balance between delivery pressure and people-centered approaches, treating these as polarities to manage rather than problems to solve. In this segment, we refer to the book Polarity Management by  Barry Johnson, and to Arne's blog post about cross-functional teams. Moving Beyond the Feature Factory "Delivery manager will undermine team responsibility." When organizations want to shift from deadline-driven development to outcome-focused work, Arne recommends examining team design fundamentals first. He cautions that adding delivery managers won't fix teams that haven't been properly designed and launched. Most organizations operate as "feature factories," focusing on output rather than outcomes. Arne suggests two high-impact practices that can help teams deliver more value: Implementing meaningful sprint goals and effective sprint reviews Using OKRs with specific checks on value delivered, not just features completed Arne emphasizes that the Scrum Master role is a full-time position, and when they're pushed to prioritize delivery management, important team-building work gets neglected. Proper team design creates the foundation for shared delivery ownership without requiring additional management roles. In this segment, we talk about an article that explains how to use OKR's with a “value-check” included.  About Arne Roock Arne works as a consultant for Agile methods and (leadership) team effectiveness. As a trainer and coach he supported both startups and big corporations in different industries. For the past ten years he took a deep dive into the tech industry as an embedded coach with Jimdo and Spotify. You can link with Arne Roock on LinkedIn and connect with Arne Roock on Mastodon.

Join Melissa Perri in an insightful episode of the Product Thinking Podcast featuring Hugo Froes, Head of Operations at OLX. In this episode, Hugo shares his remarkable journey from UX and service design to leading product operations, a transition that highlights the importance of bridging design with business needs.This conversation dives into how Hugo has effectively shaped product operations at OLX, focusing on process optimization, reducing friction, and empowering teams to deliver true value. Hugo's approach showcases how strategic product operations can drive innovation and efficiency within organizations.Ready to explore how product operations can transform your organization? Listen to the full episode and gain practical insights from Hugo's experiences!You'll hear us talk about:00:25:08 - Making OKRs Work Across the OrganizationHugo discusses the challenges and solutions for standardizing OKR frameworks to ensure consistent and measurable outcomes while allowing flexibility for team-specific practices.00:30:41 - The Product Ops MixHugo explains the multi-faceted approach of OLX's product operations team, focusing on improving efficiency, streamlining processes, and supporting organizational growth through strategic tooling.00:39:03 - Measuring Value in Product ManagementHugo and Melissa explore the importance of continuously validating product value against business outcomes, emphasizing learning over feature delivery.Episode resources:Hugo on LinkedIn: https://www.linkedin.com/in/hugofroes/Thoughts Unravelled: https://thoughtsunravelled.substack.com/Try Liveblocks: https://liveblocks.io/Timestamps:00:00 Coming Up01:01 Intro05:37 From UX to Product Ops: Hugo's Journey09:17 Shift to Product Thinking16:33 Starting Product Ops at OLX21:23 Rethinking OKRs for Real Teams25:08 Making OKRs Work Across the Org30:41 The Product Ops Mix35:48 The Real Limits of AI43:07 What's Next for Product Ops