Varun Parmar: belief

Transcript context

…Can you just talk a little bit about how that works? Yes, yes, yes. At Miro, we practice OKRs and it starts off at the company level, and then those company level OKRs are taken by the AMPED organization. Like we describe, it's the AMPED organization, and then we break it up and I would say we have refined it over the period of time, the two years that I've been at Miro. Early on we were doing OKRs on a quarterly basis, and I would say more recently we've actually evolved to six month KRs. What we found was that six month was the right cadence in terms of giving enough time for teams to basically push forward in executing these KRS and minimizing the "overhead" of doing replan every single quarter. We found that it was much more effective and efficient for the entire organization to do it on a six-month basis. However, we are doing traction on a monthly basis. So every four weeks, as AMPED, we are looking at our KRS for the AMPED organization on a monthly basis doing traction. However, the planning, the targets, are done on a six-month basis. I love how OKRs could just be anything, could be every six months, could have objectives, could have key results. It's just such a term that just applies to anything that people do with goals, basically.…

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