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A batch of the best highlights from what Felicity's read, .
NOkrs: The OKRs We Need
This is where Deborah Ko’s idea of “[NOKRs](https://www.thedecisionstack.com/r/f8121b6a?m=d3b56f53-a4f7-4f81-8602-71e6e9442206)” (“No KRs”) comes in—one of the simplest, smartest mental models I’ve seen in years. NOKRs ask: what are we *not* doing? What are we going to *remove*? What goals can we explicitly choose to *stop* chasing?
Why Less Really Is More: The Strategic Power of Subtraction
the Decision Stack
Team Objectives To execute on the product strategy, the leaders need to ensure that each product team has one or two clear objectives they have been assigned (typically quarterly), which spell out the problems they are being asked to solve. These objectives derive directly from the product strategy—it's where insights are turned into action.
I am describing a strategy as a design rather than as a plan or as a choice because I want to emphasize the issue of mutual adjustment. In design problems, where various elements must be arranged, adjusted, and coordinated, there can be sharply peaked gains to getting combinations right and sharp costs to getting them wrong. A good strategy coordinates policies across activities to focus the competitive punch.
Good Strategy/Bad Strategy
Richard Rumelt
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