But I have something in mind that I would like to point out:
First, all the examples and references were basically from tech products that are already running, with previous data that would help the company to measure up evolution from "mixpanel" indicators.
Wouldn't it be too far away from reality if you are in a product team that has yet to launch its MVP?
In that case wouldn't it be better to measure features/outputs rather than the outcomes?
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.
Thanks for the great material, Francisco!
But I have something in mind that I would like to point out:
First, all the examples and references were basically from tech products that are already running, with previous data that would help the company to measure up evolution from "mixpanel" indicators.
Wouldn't it be too far away from reality if you are in a product team that has yet to launch its MVP?
In that case wouldn't it be better to measure features/outputs rather than the outcomes?
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.