stevenklein

My b

Ideally management is working with IC teams to set good Key Results. Management shares context of what's important (objectives) and IC teams propose good quantitative measures (key results) of how they'll achieve it.

This is the crux of what's wrong with the original article IMO. Key results that are customer centric as opposed to "ship {thing}" help keep teams focused on the thing that actually matters.

Of course there will be a tendency to try to game the metric, but the flip side of having customer centric goals is teams become feature factories, building idea after idea without constantly evaluating "are the things we're shipping driving the change in customer behavior they're intended to drive".

Yeah this checks out. I forget the numbers but when we were building StatusPage I remember pulling some data on incidents and a pretty good percentage referenced or linked to another status page (usually meaning their incident was "caused" by an upstream provider).

thanks for sharing - found this super interesting