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If the ultimate business goal is revenue, the product team's main metrics can’t be about revenue. This is because the primary function of OKRs is not to qualify for a bigger bonus, a promotion or personal validation. They should be used as a tool unjudgementally to *indicate* whether the team’s work is generating the right outcome for users. It gives clues to whether progress made is resonating with customers.
The focus on customer centric metrics eliminates the distraction and worry for the product team. It means they can be laser focussed on building the sharpist product to solve the specific user problems that have been identified by the team to be the most important to solve.
We're Zipping Up Into a New Operational Onesie.
Product Breaks
Some teams will define one key metric, sometimes called the Local North Star, which they continuously try to improve on. For example, the customer onboarding team may focus on the % of Customers that Successfully Onboard, while the Search team may focus on Click-Through Rates of Top Ten Search Results. In fact in some quarters this may be the only key result they’ll need. However, the goal is never just to grow a number. The teams should also set objectives, or team missions, for example “All customers onboard fast and successfully” or “Searchers immediately find what they’re after.”
Evidence-Guided
Itamar Gilad
Make a list. Then, for each item on the list, ask, “How could we have learned that sooner?” The answers to these questions will help you improve your discovery process.
Continuous Discovery Habits
Teresa Torres
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