Christina Wodtke: preference

Transcript context

…Yeah. I know you shared a few examples of just that came top-of-mind, but just is there any examples you can think of just, here's a really good example of an outcome? And I think your results are a lot easier, just move this metric 10% or hit- Let's try to keep it fairly concrete. You're a online magazine selling interior design ideas. So, what are you trying to do? You're trying to get strong leads out to your advertisers, and that's really important, and you're doing it because you believe that people deserve to have homes that are warm and wonderful. You have this mission, and you want to make money while you do it. So, your strategy is going to be about connecting human beings with the brands that will suit their lifestyle. Okay, that's great. And then we get to the nitty-gritty, well, what does that actually mean? Are we going to really work on recommendations passionately? Are we going to really create various markets and throw down advertising where we think these people are? That's when your strategy comes into play because you're making all these interesting choices. So, let's say we're going to double down on recommendations, which has a lot of presuppositions. We have to get people to like, we have to understand their patterns of behavior, and that's when we can start to go to OKRs. We can say, "Okay, so we have this online magazine, let's really work to get as many people being members rather than browsers as possible, so that we can start understanding what they like." And that's what Q1 could be really about, is starting to collect profiles of people's passions, and that sounds kind of exciting. "Okay, great. We're going to do that. We're going to create a profile of people's passions. Awesome." So, how would we know we were successful? "Oh, gosh. Well, we probably need a bunch of people to do it, but do we really need everybody? Maybe 30% of our audience flips over, and maybe that's right, maybe that's wrong." If you don't know, you just set it and you'll know by the end of Q3, whether you were stupid or not, it's fine, move on. Okay, that's great. Okay, how many things should people do what with? So, they bookmark, favorite, like... How about like? Okay, so maybe they're going to like a certain number of products each week. Let's go for weekly active users. So, they're going to like three things and present it. Okay, so now we've got a couple of numbers that are pretty good. How do we know they're actually kind of liking it? Maybe you decide to do some panels, and we're going to measure using a customer panel, bring them in, have them talk to us, and we're going to do that at the end of every two weeks to hear how it's working and understand more about it. Okay, now we have some OKRs. With key results, I always recommend spending 10 minutes brainstorming every single way you could possibly measure that outcome. Because with brainstorms, you always think of all the obvious stuff first and then you have no ideas and you're just sitting there with your post notes going, "How long is 10 minutes anyway?" And then you start getting the weird ideas. And often out of those weird ideas are really good insights. deas and you're just sitting there with your post notes going, "How long is 10 minutes anyway?" And then you start getting the weird ideas. And often out of those weird ideas are really good insights. So, I recommend some pretty long brainstormings on the key results, but the objective is sort of a manifestation of the strategy at a one quarter level.…

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