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by jldugger
2116 days ago
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Generally, it's a dumpster fire. In any rational world, execs would be basing their OKRs on something similar to https://stripe.com/atlas/guides/business-of-saas#the-fundame.... Instead it's a trickle up process whereby people tell execs what they want to work on, then the execs group those into OKRs. Also the OKRs appear to only have one level, despite being an org with a thousand people. And finally, the system uses the internal wiki to track, rather than integrating with the project/issue backlog tool. Annual reviews are even worse. People fish for peer reviews that paint the rosiest picture. They only happen once a year and if something bad is going to happen to you, I recommend it happen directly after reviews, and absolutely never right before them, the recency bias is huge. |
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I found this happening when our firm used KPI metrics (key performance indicators). Whichever metric management emphasized, those would shoot way up via ... weird methods (all sorts of finagling, but not necessarily helping overall firm performance). Every time they optimized for some other lever it would have all sorts of unintended outcomes on other metrics and overall people spent more time trying to get around the system and increase their metrics than just doing a good job. System was scrapped < 12 mo later.