Reawakening Agile with OKRs
summary
Claims that OKRs actually work with agile after experiments across multiple teams and that they can reawaken radical agile by aligning leadership missions with team autonomy. Concrete practices: write quarterly objectives as outcomes, make key results as acceptance criteria, use numbers cautiously (Google-style 70% target to avoid gaming), treat OKRs as the API that drives just-in-time stories, explicitly acknowledge BAU in an objective zero, and drop or radically shrink the backlog so teams focus on measurable outcomes.
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chapters (16)
- 0:00Introduction
- 3:18Objectives and Key Results
- 7:02The Agile Virus
- 10:57Corporate Agile
- 16:07OKRs
- 20:03Team autonomy
- 22:45Management by objectives
- 24:19Allans model
- 28:11Concentric circles
- 30:40Change the metaphor
- 31:52Day 1 at Amazon
- 33:20Prioritisation
- 38:24Pursuing Objectives
- 40:14Conclusion
- 42:06Think strategically
- 44:09Thinking about success
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