Outcomes Are Hard

Marty Cagan and Felipe Castro argue that moving from outputs (what we build) to outcomes (the difference we make) is conceptually simple but practically very hard. They contend that most failed attempts stem from trying to adopt outcomes without first adopting the product model, since OKRs and outcome thinking depend on it. The article catalogs common mistakes: letting existing metrics dictate problems, vague problem statements, lacking an explicit product strategy, measuring the wrong things, and neglecting instrumentation. They conclude that clarity about the problem is what makes measurement, alignment, and discovery of good solutions possible, and that solving real customer and business problems is the only true measure of success.

01Key takeaways

• Adopt the product model first; outcome-based goals like OKRs only work once the underlying way of working has changed.
• Define a clear, specific problem before choosing success metrics, even if the metrics don't exist yet.
• Build a product strategy that connects top-level business goals to the specific problems each team should solve.
• Choose outcomes that the team can actually influence, otherwise it cannot feel empowered to find solutions.
• Distinguish true outcome measures from the many general KPIs, and instrument products so results can be checked quickly.
• Keep routine maintenance work separate from outcome-driven problems, while still recognizing it's necessary.

02Key sections

The concept of outcomes

Outcomes shift attention from what teams ship to the difference those things make for customers, the business, or internal teams. Framing an outcome means defining a problem and how success will be measured.

Outcomes follow from the product model

Trying to layer OKRs onto output-based roadmaps fails. Outcomes are the consequence of adopting the product model, which changes how problems are chosen, solved, and delivered.

Clarity and strategy before metrics

Strong teams define clear, meaningful problems before choosing metrics, rather than letting existing KPIs dictate the work. A product strategy links business goals to the specific outcomes teams should pursue.

Measurement and instrumentation

Most KPIs are not true outcome measures, so teams should pick metrics that reflect the problem being solved, even if new ones must be created. Continuous telemetry is non-negotiable.

Common confusions

Outcomes versus impact, input versus output metrics, and the continued need for 'keep the lights on' maintenance work are frequently misunderstood. The authors clarify each distinction.

03From the post

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04Frameworks mentioned

Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.