I am sorry Liz, but I honestly don’t know. As I mention in the article, I am not a fan of using OKRs in product management; and I am certainly not an expert in assessing the maturity of an organisation’s OKR practice. What matter most IMO is that the right goals are set. If these are captured as OKRs or using visual tools like my product vision board is secondary.

Thanks for your feedback and questions Rashmi. I find it helpful to ensure that lower-level goals are aligned with higher-level ones, no matter what goal-setting method is used. One way to achieve this is to use cascading goals. When you look at my goal setting framework, the vision guides the user and business goals, and the latter direct the roadmap goals, for example. Nice to hear that you work with the GO product roadmap. You can, if you want to, view the roadmap goals with objectives and the other elements are key results. Hope this helps!

Thanks for sharing very helpful information as always. I wanted to validate something in terms of OKR cascade as my understanding is that OKRs downstream should align with top level OKRs not necessarily cascade. I think that is what is happening in your picture of OKRs setting at multiple levels. So the Key results for top level Objectives are a guideline for products downstream to derive their objectives. Also I also am using the format you have provided in go product roadmap where goal is translated as Objective and measures as key results. Any thoughts you can share will be much appreciated.

Thanks for your comment Simeon. I am glad that you find that there is a good fit between OKRs and the GO product roadmap. As I indicated in the article, I am personally not a big fan of using OKRs in product management. But leading through shared goals, no matter if they are formulated as OKRs or not, is a powerful practice for product people. Happy goal setting 😀

Only thing what I have to clarify for me is what do I do with goals which are not part of the OKRs for a time frame. But the more I think about it they should not be placed in the goals because they should not be important enough to be mentioned there.

Greetings and thanks,
Simeon

Thanks for sharing your question Joanna. I recommend that the person in charge of the product, the product manager or Scrum product owner, should set the OKRs in collaboration with the key stakeholders and development team representatives. This leverages the expertise of the individuals, creates shared understanding and alignment, and increase the chances that people buy into the objectives and work towards them.

Thank you for your feedback Chris. It’s great to hear that you like listening to my podcast.

I enjoyed listening to your podcast accompanying the blog post. It offers a nice alternative way of learning and provides personality to the post.

Thanks,

Chris