The key to me is having two documents. The first—at Stripe, we’re calling them charters—articulates the long-term view of why this team or this product or this company exists, what its overarching strategy is, and what success would look like over even a three-to-five-year period. And then the second is a shorter-term plan: “Okay, in the near term, then, what are we trying to get done?” That can look like a results-based management model or an OKR—objectives and key results—model. But it’s some way that a team can say, “This is where we’re going long term. And on a quarterly basis, this is
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