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Many companies have invested in “transformation,” all claiming to use OKR, of course. But instead of using these investments as a way to become more outcome-driven, most organizations focus on [meeting due dates rather than outcomes](https://members.outcomeedge.com/i/143301848/you-are-also-dealing-with-weak-muscles).
Often the goal is simply to do something like “move to the cloud by the end of the year.” It doesn’t matter if this project made a difference or not, only that it was completed on time.
Treat Your Company as a Product
Felipe Castro
Product teams understand that what matters is results. Whenever possible, product teams expect to be accountable for outcomes rather than output. But this works only if product teams are given a problem to solve (rather than a particular potential solution to build) and are then empowered to come up with a solution that works.
How do you organize this way? First you begin with the customer or user—whomever is consuming your product at the end of the day. What is the value that you are providing them? Then work backward. What are the touchpoints they have with your company on the way to receiving that value? Having identified these, how do you organize to optimize and streamline that journey for them? How do you optimize to provide more value, faster?
Escaping the Build Trap
Melissa Perri
...catch up on these, and many more highlights
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