Itamar Gilad: belief

Transcript context

…Cool, let's talk about goals and I know part of this is OKRs related too, so I'm excited to hear your take on OKRs. Oh, that's a whole different discussion. You had, Christina, the real expert over there so I doubt I can add more to that. But it's true OKR is all part of it, but let's start with goals. What's our goals supposed to be? Goals are supposed to paint the end state to define where we want to end up and the evidence will not guide you unless you know where you want to go, and in many companies what you have is goals at the top for revenue, market share, whatever it is, and then a bunch of siloed goals for each department. There's engineering goals, there's design goals, there's marketing goals, etc, and that actually pushes people into different vectors and it's really hard to decide. I would argue that in evidence guided companies, and you've worked for a few so probably you've seen this. They use models in order to construct overarching goals for the entire organization. One of the models I show in the chapter about goals is the value exchange loop. Where basically the organization is trying to deliver as much value as it can to the market and to capture as much value back, and by creating a feedback loop between these two you are actually able to grow very fast. Now, I would argue that you want to measure both of these and to put a metric on each and the metric we usually use to measure value delivered is called the North Star metric. I know you wrote an article, a very good article about it. Thank you.…

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