Mercadona Tech is the tech company from Mercadona, one of the most known supermarkets in Spain. José Pérez-Agüera joined three years ago as CPO. We talked about the analytical skills and tools Product Managers must know and how their relationship with Product Designers should be.
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.
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.
We talk a lot about MVPs, but once the startup has validated its product market fit and the team is growing, we stop being lean. We believe we can do bigger projects now that we have bigger teams. We forget that startups are measured by their speed of learning and adaptation.
Ontruck is one of the fastest growing European startups of the last years. We have done some reflection on which People related things have gone well or not so well.
At Ontruck, we spend less time on the Design and Build phase. And we spend more time on Research and Scope. Why do we work like this? Does this produce better outcomes?
We have developed a product process we follow on every new feature or project. We have iterated over this process for many months and it has been used by both senior and junior people.