Telefonica CX is the department which builds the main consumer app for Telefonica. Luisja is their Head of Global Product since 2018. This article reviews how they structure their product teams to work better with the countries, and how they prepare their quarterly roadmaps.
Many product teams, and especially PMs who breath agile, don't like the process of planning, nor sharing those plans with stakeholders, nor committing to deadlines. This can lead to misunderstandings and frustration between product and business teams. However, it doesn't have to be that way.
One of the key phases is the prioritization and definition of the OKRs. The best way is to combine a top-down (C-level setting the key company objectives) with a bottom-up approach (product teams proposing the OKRs).
This article has the objective of contributing our learnings about OKRs to the community. There are two sections: Best practices on defining the OKRs, and Best practices when working on the OKRs.
You are already working with OKRs instead of promising features in a roadmap, but how do you make sure you cause the expected impact? Achieving the OKRs is just one half of the answer, making sure those OKRs actually move the needle in the company is the other half.
Last summer, we started working with OKRs to define the company priorities. We have just begun our third cycle; so it’s time to share our learnings.