By tackling some of the common problems, teams and organisations will be well placed to achieve aspirational efficiency objectives. When this happens, we can get one of those virtuous circles in which the approach sticks and compounds over the years.
By adopting this approach, we will not only end up writing good, albeit not perfect, OKRs, but also take that vital step in the practice of management; taking individuals or teams outside their zone of comfort to learn, improve, and explore — ultimately achieving meaningful transformation that unloc
Managers often fail to build autonomous teams,keeping themselves in a job to solve for problems which should have long since been put behind the organisation.
