OKR as a Thinking Exercise — How a Senior Product Manager Uncovers the Hidden Potential of The Goal-Setting Framework
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Between Oct and Dec 2019 (3 months in Q4 2019), Product Narrative had the privilege of coaching the Product group of Vidio to implement Objectives and Key Results (OKR).
The Product group is comprised of 3 large teams: Product Management, Data, and Design.
Their goal to adopt OKR is to enable better — and more explicit—alignment with the company goals, while also nurturing cross-collaboration.
Kudos to all the Product Managers, Designers, and Data Engineers who transformed their learning commitment into this successful implementation. An implementation at scale within a relatively short period of time i.e. 3 months.
We’d also like to embrace the fact that this success yielded to another positive impact. Starting in 2020, Vidio as a company adopted OKR as its way of working across the board, including the Management layer.
We recently spoke with Asti Ayuningtyas, one of the Senior Product Managers in Vidio, to listen to her thoughts and in-depth feedback about the OKR practice in her team. At the time of the interview, Asti’s team has adopted OKR for a good 6 months (2 quarters).
Let’s dive in and learn from her.
(The transcript below is in her own words; edited and condensed for clarity.)
Looking back, I initially wasn’t sure the OKR adoption would add more values to the Product Group. After all, we had been using a data-driven approach for our planning and execution. However, the hands-on approach from Product Narrative offered something new. During the OKR Cadence, Product Narrative would facilitate the discussion that happened and helped us to break down our quarterly target into chunks; one that would serve as our weekly priorities.
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