So the next series of questions from yesterday's entry is about the accessibility, reliability, tracking of these metrics. For these characteristics and their associated metrics, how do we keep track of them in an easily accessibly way? We should keep it in an Asana database since we're already bout in all the way. Maybe have it as a board in there so people can see it. Or different tasks in a section called characteristic KPIs on the company-wide sprint board since that's a place people should be living in anyways.
Then we need to take a quick look at them during those Bidaily Breakouts but more in-depth during the sprint planning session. Sidebar here of the sprint planning sessions. Currently they're walked through by person. Instead, it should be by KR since that's how we're making progress. Similar to the Weekly Business Reviews done by Amazon. We need to create insightful, actionable charts and graphs that can illustrate how each of the KPIs are doing, both the characteristics and the business-driven ones. We need our characteristics over time with key points being at the beginning and end of every quarter. We also need these characteristics tracked across function or KR team. That way they can roll up to the company level. I'd actually say we need to track more closely within those functions and then the roll up will inevitably be there. I think it's important to just see if they're trending in the right direction. If it's stagnant or dipping, then we can go into more detail about specific instances that could be indicative of the trend. How do we resolve any of these? By using the system I've created previously with meetings and communication. Integration:) Then obviously doing a similar exercise for each quarterly planning.
How do we optimize our calendar? I've already talked about the org structure and functional structure reducing meetings so just with that alone it'll make improvements. I think that's all in terms of throughout the quarter for our calendar. I think we can potentially optimize our planning calendar. I just need to combine my planning thoughts with a general structure that I put together on the whiteboard a few months ago. Retro → Vision (5 year, 12-18 month roadmap) → Objective & sub-objectives → KPIs → KRs → Milestones → Celebrate! I'll incorporate and organize all this when creating the proposal. Cool thing is, each of those have their own systems also.
Who executes all this OS work? Like the systems set up, maintenance, etc. I actually think there's an actual seat in the org chart that does this. We're too small to have anyone be that solely. But obviously I'm taking more of that responsibility on right now. We'll see how that evolves going forward.
What pitfalls have we fallen into in the past?
Doing too much at the same time
Lack of alignment on how we're going to do something
Lessons learned and changing behavior based on that
Understanding how much we can accomplish in one time period
Overengineering things sometimes
Having conversations with same people so it's redundant
Not using enough #s to help make decisions
Not organizing schedule so we prioritize resolving items
Having negative energy towards delays / things not seemingly going as we planned
Integration between teams
Consistency QoQ on process
I think all these points are addressed to some degree in this OS. It's just a matter of iterating on it going forward.
How do we utilize strengths and results from a test like Kolbe? I think just choosing one thing at a time to focus on. Maybe having something in the system that tracks one new metric for the quarter or a point of emphasis qualitatively. Maybe everyone writes their preferred way of communication so we can lean into that the most, as per Sharran Srivatsaa. I think there is definitely a way to incorporate it but I don't think it's anything explicit, per se. It's gotta be built into the system, so that's explicit. But the execution of it can be implicit.
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