itamargilad.com\/workshops<\/a> <\/em><\/p>\n\n\n\n
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Concise, Measurable Goals<\/h2>\n\n\n\n
The point of prioritization exercises is to determine which ideas are most likely to contribute to the goals<\/em> (Impact). To estimate impact we need goals that are tied to clear metrics that we can measure. For example: \u201cwe estimate the chatbot idea will have an impact of 8 out of 10 on the ratio of support cases resolved within 2hrs\u201d. We want the goals to also be concise<\/em>, i.e. have the minimal number of target metrics (or key results), because for each additional metric we\u2019ll have to collect and prioritize ideas separately. <\/p>\n\n\n\nMeasurable, concise goals are actually something of a rarity in product companies. Here\u2019s what\u2019s required: <\/p>\n\n\n\n
\n- Company-Level Goals<\/strong> \u2014 Company leaders need to pick the most important achievements this year<\/em>: 3-4 objectives with 2-3 KRs each (very large companies may have more). Every OKR added to at company-level is one more that every team needs to process and ask \u201cwhat does it mean in our area of responsibility?\u201d and \u201cWith whom do we need to collaborate with to achieve them?\u201d. Having fewer goals drives focus and alignment, and increases the likelihood of success. <\/li>\n\n\n\n
- Team-level goals<\/strong> – A product team of 12 people or less should work on no more than 3-4 key results per quarter, and these key results need to be measurable and realistic. Output goals \u2014 Do activity X, Launch feature Y \u2014 should not be included. <\/li>\n<\/ul>\n\n\n\n
In large companies there may be more levels of goals in the middle, but every layer will add more overhead, so in general, having fewer goals is better. The good news is that the mission, strategy, and growth model give you most of what you need to construct good, concise and measurable goals. The strategy and top metrics will inform company-level goals. Company-level goals and the metrics trees will help teams create their own concise and measurable goals. <\/p>\n\n\n\n
If you have strategic context and good goals in place, you\u2019re already doing better than most. But there\u2019s yet another element without which prioritization becomes hard and ineffective.\u00a0\u00a0<\/p>\n\n\n\n
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