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At lower levels, people’s objectives and key results might encompass close to a hundred percent of their work output. But managers had additional day-to-day responsibilities. If my objective is to grow a beautiful rose bush, I know without asking that you also want me to keep the lawn green. I doubt I ever had a key result that said, “Walk around to stay on top of employees’ morale.” We wrote down the things that needed special emphasis.
Measure What Matters
John Doerr
In two-track agile, two tracks of work act in coordination. The first track is the experiment track. This team uses all the sense and respond techniques described in this book to take on the high-uncertainty portions of the work and figure out what solution works best. From there, the solution can be passed off to a second track—the production track—and this team implements the solution in a robust way. This arrangement works best when the hand-off between the teams is not a document, specification, or contract, but rather a working prototype that has been produced in the final delivery technology.
Sense and Respond
Jeff Gothelf, Josh Seiden
Without clear (enabling) constraints, everybody will self-invent their own constraints from their limited team or department perspective to make the right decisions possible. And because everyone has their own constraints and agenda, they will be serving the insular perspective of their little snow globe and diminish each other’s autonomy.
Autonomy Is Overrated: Why Alignment Beats Autonomy
Maarten Dalmijn from Maarten’s Newsletter
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