Every note in the archive that names OKR (Objectives and Key Results): summaries, key takeaways and links to the original essays, episodes and posts. Ask a question below to get a cited answer from just these notes’ authors.
Marty Cagan responds to readers who argued that any tool or process can be used well or badly, so blaming the process is misplaced, and that culture matters more than process. He agrees culture is central but argues…
Marty Cagan follows up his earlier talk on why product teams fail by describing ten attributes of strong product teams operating under a Continuous Discovery and Delivery model. He argues that empowered, durable…
Marty Cagan argues that the performance-management ideas he learned at Hewlett-Packard, Management by Objectives (later refined as OKRs), remain the foundation of how the best companies operate. The first principle is…