When we began to implement OKRs, it was harder than anticipated. We didn’t appreciate how much thought it took to create the right company objectives, and then to cascade them down to drive contributors’ behavior. We found it challenging to strike a balance between high-level, strategic thinking and more granular, directive communication. Once we had our Series A funding and scaled up our leadership team, our realm of the possible expanded. In a push for accountability, we set one big dedicated goal for each leader. We created company OKRs for people instead of matching people to our OKRs—we
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