经过多年的是对OKR(目标和关键结果)技术的一种非常声乐的倡导者,在我见面的大多数公司中,我已经停止推荐练习。必威体育黑钱的吗?

That’s because, in so many companies, even though conceptually the technique is simple and sound, it ends up proving a waste of time and effort, and yields little if any results.

How can something so conceptually simple have such a hard time being applied in practice?

简而言之,大多数公司都没有得到有效应用这种技术。必威体育黑钱的吗?

正如我所看到的那样,有三种基本原因:

Feature Teams vs. Product Teams

如果公司仍在使用功能团队, as most unfortunately are, then the OKR technique is going to be a cultural mismatch, and almost certainly prove a waste of time and effort.

The OKR technique came from companies that had empowered product teams in their DNA. OKR’s are first and foremostan empowerment technique.

The main idea is to give product teams real problems to solve, and then to give the teams the space to solve them.

然而,不匹配的迹象表明,公司认为他们可以通过给予团队目标来“检查赋权框”,但仍然继续告诉他们他们应该递送必威体育黑钱的吗?的解决方案 - 几乎始终以特征的路线图的形式。和预期发布日期的项目。

经理的目标与产品团队目标

第二个问题是,跨职能的目的,赋权产品团队是共同努力解决困难问题。

Yet, in so many companies, each manager – the manager of engineers, the manager of designers and the manager of product managers – creates their ownorganizational目标,然后落下员工。

While this may sound reasonable, and is not necessarily a problem for other parts of the company, in practice this means that these employees – when working with their cross-functional colleagues in a product team – are all working ontheir ownobjectives, rather than working collaboratively on theteamobjectives.

To make matters even worse, in many companies, there’s an additional level of complexity and dilution because they also try to implementindividual目标,所以工程师不仅是从她的经理继承目标的,而且还必须履行自己的个人目标。

The Role of Leadership

最后,真的是问题的根源,是,在绝大多数公司,我看到这一点正在努力从Okr中获得任何价值,领导力的作用在很大程度上缺失。必威体育黑钱的吗?

They literally think that the idea is to let teams identify a set of objectives, and then let them pursue those objectives, and we’ll see where we are at the end of the quarter.

他们认为有授权的产品团队,特别是这种技术,是关于较少的管理ment. But it’s actually about更好的管理ment.

真的奇迹为什么这么多公司从这种技术中获得了很少的价值?必威体育黑钱的吗?

It’s no secret that most of the leading tech product companies use the OKR technique, or one of the variants. And it’s also no secret how much success these companies have had.

Yet people are confusing correlation with causation.

Those successful companies aren’t successfulbecause他们使用okr。他们使用Okr,因为它旨在利用empowered product teammodel.

And as I have tried to make clear with years of articles and talks, the empowered product team model is a fundamentally different approach to building and running a tech-product organization.

You can’t take your old organization based on feature teams, roadmaps and passive managers, then overlay a technique from a radically different culture, and expect that will work or change anything.

所以就实际上得到了好处Okr的,有三个关键先决条件:

  1. Move from the feature team model to the empowered product team model
  2. Stop doing manager objectives and individual objectives, and focus on team objectives
  3. Leaders need to step up and do their part to turn product strategy into action

The majority of my writing has been about the first topic.

For the second item, this is mainly education.

It is the third item that needs much more discussion, so in the upcoming series of articles on team objectives, we’ll discuss the role of leadership in effective team objectives.

首先,我们将具体讨论我们的方式empower团队通过团队目标。

Then, we’ll discuss how we execute on our product strategy throughaction.

Next, we’ll discuss how leaders manage a portfolio of risk by sharing with teams howambitiousthey would like them to be as they pursue the problems they’ve been asked to solve.

It’s critical to note that sometimes it’s not about the level of ambition, but rather, we need to occasionally make what’s called ahigh-integrity commitment,and we need to discuss how these are made and managed.

One of the common misconceptions about team objectives is that only a single product team should work on a specific problem. On the contrary, much of our best work requirescollaborationbetween teams, and there are several important forms of collaboration we’ll discuss.

As with any difficult technology-based endeavor, we need to actively管理this work, always being mindful to manage by coaching and servant leadership, and not to regress to command and control style management, and lose the benefits of empowerment.

Along with empowerment comesaccountability, and we need to discuss what this means in practice.

Finally, we’llsummarizewith the most important points to getting the real value out of team objectives.

Special thanks for Christina Wodtke and Felipe Castro for reviewing a draft of this article.

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