It’s June, which means for many companies it’s H2 planning time. A glorious season, where we look back at the goals we set at the end of the previous year. Unperturbed by the fact that many were abandoned, missed or quite simply a waste of time, we return to repeat the cycle with unbridled optimism thinking,
Aug 1, 2022·edited Aug 1, 2022Liked by Josephine Conneely
Hey - thanks for this; very thoughtful and timely indeed. I am wondering though whether you are confusing the type of goal (ie. Scale X) for the framework (or process) used to define and track the goal (ie. OKRs)? I see defining the type of goal and the success metrics as a key prerequisite step to defining and tracking the goal itself. And I absolutely agree that people tend to get lost in the process rather than focus on the outcome. That is an age-old story and it applies to all types of frameworks or processes, not just OKRs; agile is another example that comes to mind - most people try very hard to do agile by the book and they forget why they’re doing in the first place (or never actually know 😀) So defining the type of goal one thing ( tied to strategy) and using a framework to formalize and track another thing. No?
Hey - thanks for this; very thoughtful and timely indeed. I am wondering though whether you are confusing the type of goal (ie. Scale X) for the framework (or process) used to define and track the goal (ie. OKRs)? I see defining the type of goal and the success metrics as a key prerequisite step to defining and tracking the goal itself. And I absolutely agree that people tend to get lost in the process rather than focus on the outcome. That is an age-old story and it applies to all types of frameworks or processes, not just OKRs; agile is another example that comes to mind - most people try very hard to do agile by the book and they forget why they’re doing in the first place (or never actually know 😀) So defining the type of goal one thing ( tied to strategy) and using a framework to formalize and track another thing. No?