The third responsibility of the people managers is 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 actions. This is also where empowerment becomes real and not just a buzzword. The team is given a small number of significant problems to solve (the team objectives). The team considers the problems and proposes clear measures of success (the key results), which they then discuss
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