Biggest complain I have with Marty Cagan is he always describes the perfect product organization and says anything else is shit.
Well you can't choose your execs, you can't choose your culture,.. so thank you for describing what is the ideal world, but almost no company will be able to apply your advice.
Again in this article he doesn't explain how to replace OKR, but just says, if OKR doesn't work then your culture is the issue
There's some idealism, but the rub with OKRs is that it's obvious that it requires a culture of individual empowerment, at least it always has been from my perspective. It's been a baffling reality of my own startup experience that OKRs get introduced by management teams that aren't willing to truly delegate decisions to individual teams (and perhaps individuals); despite the fact that the entire framework they just introduced, requires this in order to have any real value.
After all, what's the value in a tool aimed at providing alignment in decision-making, if nobody actually gets to make decisions?
So yeah, idealism, but of a form that's worth aiming for.
I had the same thought. What good is the nicest theory when all the practical implementations you can find basically abuse the name for something that is quite the opposite?
Well you can't choose your execs, you can't choose your culture,.. so thank you for describing what is the ideal world, but almost no company will be able to apply your advice.
Again in this article he doesn't explain how to replace OKR, but just says, if OKR doesn't work then your culture is the issue