Commitments, deadlines and plannings

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.


Aligning Product OKRs with C-level

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).


Best practices after 18 months of 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.


Two exercises to review your past OKRs to achieve high performing teams

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.


From six weeks roadmaps to OKRs

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.


Minimum Viable Feature

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.

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