The world is terrible and great

OKRs (Objectives & Key Results) are a framework for validating alignment through the organization. As a company, as a department, as a team: what are we focused on this quarter? What are we trying to make true? Alignment looks nice when the team OKRs roll up to the department OKRs, and those add up to ... Read moreCascading OKRs: We can do Better

In Engineering, quarterly OKRs (Objectives & Key Results) can feel like a duplication of product planning. Basically, they say “Ship the Roadmap.” What new information are they communicating in that case? And if the OKRs say anything else, they’re in conflict the roadmap! An example (that I made up): In Marketing, quarterly OKRs express our ......

My work does not reduce to measurable outcomes. Much of what I accomplish as an engineer and as a developer advocate amounts to creating conditions that make it more likely for the company to succeed. I resist and resent most metrics, yet I don’t mind OKRs the way Honeycomb does them. How not to OKR: ... Read moreOKRs for Evil and Good

Here’s a familiar 2×2, the Important & Urgent quadrants: Very early in my career, I was taught to beware the “Not Important & Urgent” quadrant. I’m used to working in the “Important & Urgent” quadrant most of the time, getting the important stuff done just on time. This is the quadrant of productivity. A friend ... Read moreProductivity v Impact

I don’t think I’ve worked at a company whose website satisfied me. It never gives me a clear explanation of what our product does. After a few years working closely with Marketing, I finally understand why. As a developer, my goal is to provide useful capabilities to people through the software I work on. To ... Read moreWhy is every startup’s...