Team Objectives – Action

Cagan argues that once leaders decide which problems product teams should tackle, the mechanics of assigning objectives matter a great deal. Leaders own the decision of which team takes which problem, guided by product strategy and team topology, while still accommodating team preferences where possible. Teams then work out appropriate key results, which may take months of learning and baseline-setting, and leaders must supply guidance on ambition. Leaders must also ensure platform, sales and marketing efforts are aligned, and teams must budget for ongoing 'keep the lights on' work. This matters because clear assignment and realistic capacity planning are what make team ownership of outcomes possible.

01Key takeaways

• Leaders, not teams alone, should decide which team tackles which problem, guided by strategy and team topology.
• Let teams propose key results, but allow time to learn the space and build baselines before committing.
• If a team's proposed results are insufficient, consider narrowing to one objective or adding a collaborating team.
• Ensure platform, sales and marketing teams are aligned behind any major objective, especially a new market launch.
• Account for 'keep the lights on' work when planning capacity, and reduce overhead or grow the team if it crowds out objectives.

02Key sections

Leaders assign the problems

Objectives are a top-down and bottom-up process, with leaders deciding which team solves which problem based on strategy and team scope. Teams' volunteering is welcomed but not guaranteed, since the organization must cover the overall objectives.

Determining key results

Teams propose key results they believe are achievable, sometimes needing months to learn a new space and establish baselines. If proposed results fall short of business needs, leaders may consolidate objectives or bring in collaborators.

Alignment across the organization

Leaders must ensure platform, sales and marketing efforts line up with the product team's objective, using a major new product launch as the example.

Keep the lights on work

Teams carry ongoing operational work such as fixing issues, supporting others and technical debt, which can consume the team and requires leaders to reduce overhead or add capacity.

03From the post

“A partnership dedicated to teaching best practices to product teams and product leaders”

04Frameworks mentioned

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