OKRs (Objectives and Key Results)

The ultimate guide to OKRs

Team Objectives – Management

Marty Cagan argues that setting team objectives for a quarter is not enough; product teams must actively track and manage progress throughout the period. He explains that ongoing 'keep the lights on' work can crowd out…

Team Objectives – Overview

Marty Cagan explains why he has largely stopped recommending OKRs (Objectives and Key Results) to most companies: the technique is simple, but organizations rarely have the structure it needs to work. He argues three…

Product Strategy – Actions

Cagan argues that once a product strategy is set, leaders face a fork: hand teams features to build (feature teams and roadmaps) or hand them problems to solve (empowered product teams). The difference is whether teams…

Empowered Product Teams

Marty Cagan argues that most companies fail to get results from product teams not because teams lack discovery skills, but because they are not truly empowered. He contrasts teams that serve the business with strong…

The Alternative to Roadmaps

Cagan argues that feature-list roadmaps often tell teams what to build without explaining the underlying problem, producing waste. He proposes replacing them with shared context: a product vision describing the…

Autonomy vs. Mission

Cagan argues that team autonomy and leadership control are reconciled when leaders supply two inputs: a clear product vision and specific, prioritized business objectives for each team. Teams should then have freedom…