Sachin Kansal: preference

Transcript context

…I imagine what's challenging about this is there's also work to do that will clearly drive growth, will clearly cut down support tickets, will help with infrastructure costs. So these OKRs, there's "Just fix these things that we know suck. We don't know what good they'll do, but we know they're not good." How do you balance that in resource and prioritization versus all these other things on the roadmap that you know are going to drive a metric? We have a pretty good balance set of OKRs. So let's say one of our teams has six OKRs just illustratively over the next six months. One of them would be ... We call them fix-its, so we sign up for 300 fix-its for the next six months. In addition to that, we do sign up for a growth goal. We sign up for a retention goal. We sign up for a cost savings goal. And each of them have projects behind them and the executional rigor is a pretty big part of Uber. So for all of those projects, we actually have, and I get engaged in that as well, we have pretty serious executional rigor. Now, OKRs are not meant to be hit hundred percent. I think we celebrate if we hit about 75 to 80% because you do want to set stretch targets, and then every half we do planning. And we will allocate resources between all of those OKRs. So fix-its, for example, don't get all the resources, but they also don't get zero resources, which may have been the case if we had not set a culture which celebrated this and allocated resources towards this and rewarded this. Awesome. Okay. Clearly, an important ingredient here is the CO and C-suite on down values of this as something we will invest in and we'll trade off all focus on growth for this because we believe this is going to help us grow and win long term.…

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