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But in most cases, these numbers are not set in stone. You want to set goals that are challenging yet achievable, and by definition, it creates a range of options. The OKR method sets the objective (what we are actually trying to achieve here) as context for the actual results and numbers that we strive to see.

The rule of thumb is that when assessing whether or not an OKR was met, if you were able to meet 70% of the goal you should consider it done. That’s because it was meant to be directional all along.

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Measuring the performance of product managers is a real challenge for a number of reasons. When planning the product managers’ goals, this challenge can translate into taking the wrong direction altogether. Here is a new way to look at product management goals, and make them a useful tool for both you and your team.

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Product Discovery

We typically define product discovery in contrast with product delivery. Product discovery is used to describe the work done to make decisions about what to build, while product delivery is the work done to build, ship, and maintain a production quality product.

Good product discovery includes the customer throughout the decision-making process. through: customer interviews, usability tests, A/B tests, demand tests, customer journey mapping, experience mapping, story mapping, OKRs, opportunity solution trees, ethnographic studies, customer visits, and so on.

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One important thing about the Decision Tree is that it really pushes designers to get creative with their use of your design system. It’s surprising what people can do when forced to adhere to constraints, and I personally believe even just the first two questions generated not only better design but very interesting applications of styles we already had available. I was constantly surprised by the ways people found to bend the guide without breaking it. And when we did break it, it was in thoughtful, purposeful ways.

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