Great question. The first thing I'd say is that if there are no outcomes, you can of course commit to outputs. I'd just not call them OKRs. You can call them deadlines, or whatever. But as soon as there are users, I would try to measure at least something like the PMF score (Sean Ellis, etc.) as a leading indicator or better engagement or retention as more lagging ones.
Great question. The first thing I'd say is that if there are no outcomes, you can of course commit to outputs. I'd just not call them OKRs. You can call them deadlines, or whatever. But as soon as there are users, I would try to measure at least something like the PMF score (Sean Ellis, etc.) as a leading indicator or better engagement or retention as more lagging ones.
Ok, I guess that we will always have a preferential path, but not mandatory.
Making sure you have a product that is very important for your customers and along that way, once you feel the need to focus on the Impacts/growth and scaling the business, OKRs will fit just perfectly.
Great question. The first thing I'd say is that if there are no outcomes, you can of course commit to outputs. I'd just not call them OKRs. You can call them deadlines, or whatever. But as soon as there are users, I would try to measure at least something like the PMF score (Sean Ellis, etc.) as a leading indicator or better engagement or retention as more lagging ones.
Ok, I guess that we will always have a preferential path, but not mandatory.
Making sure you have a product that is very important for your customers and along that way, once you feel the need to focus on the Impacts/growth and scaling the business, OKRs will fit just perfectly.