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by roenxi
557 days ago
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I got the impression that when he says "couple of years" he's talking about the low-end of the word couple. The other thing in the article that jumps out is the conclusion where he says that a team that is shipping and happy is enough to be crushing it. That isn't really enough in my experience. There are 3 questions - is the team happy? Are they shipping? Is what they are shipping valuable? - and I've seen a lot of new managers are so overwhelmed that they forget about number 3 and a fair chunk of people end up unemployed because sooner or later the bean counters figure out that the team isn't actually productive. This article, overall, doesn't identify achieving excellent outcomes as something he got wrong at first. I suspect either he is a natural manager or it is a mistake that is still being made. Probably the latter based on the other mistakes identified. The journey I've seen usually goes from lost -> controlling external perceptions of success -> oh I need to actually succeed and it isn't what I thought. |
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That’s indeed critical, but most Director-level managers and below have very little control of how well the business model serves the OKRs. Yes the OKRs need to be achieved and help make the business work, but e.g. if the business model’s margins are just too tepid or if the VC’s expected revenue growth (exponential?) will never actually realize, then there is really zero material value to the shipped product. Hence the focus on a happy team that’s shipping, because at least that provides some technological value. And build a network you can bring to your next gig—- because that’s what gets you the next job.
There are rare cases where a team might discover a new business model or impress a whale customer, and then the business model fundamentally changes.
Yes there is risk the “bean counters” or CFO / COO office will want to cut the cord (especially now tech hiring is in a recession). But tech moves fast; those bean counters will likely end up owning shares of a zombie in the next 5-7 years. And their game is to cash out, not build a future.
And if the business model actually works, then keep at those OKRs and everybody should win. Good business models are where stupid can succeed; the team has the right levers.