Client
Timeline
Ongoing
Content
“If you want people to think, don’t give them instructions, give them intent”
An outcome-driven culture focuses on achieving specific goals or changes in customer behaviour, rather than merely delivering features. This approach shifts the emphasis from outputs, such as launching a new feature, to creating meaningful impacts.
In a business context, being outcome-driven means empowering teams to aim for impactful results, such as increasing customer retention, rather than just delivering a particular feature. This mindset encourages a deeper understanding of why a product is being developed and how its success can be measured, ultimately leading to more strategic decision-making and better alignment with business goals.
Key Results
Key Results
Improved Team Accountability: Clear roles and responsibilities led to better ownership of work and outcomes.
Enhanced Leadership Influence: Leadership strategies fostered a positive work culture and drove behavior changes.
Defined Core Values: Established five key values guiding team interactions and decision-making.
Effective Communication: Improved collaboration and clarity around organizational goals and contributions.
Clear Goals and Objectives: Aligned team objectives with Thredd’s mission and vision.
Increased Employee Engagement: Higher motivation and dedication through structured OKRs and a motivating rubric.
Enhanced Progress Tracking: Regular monitoring and evaluation of key results ensured effective roadmap execution.
My Role
Research: Measured team health using NNG's framework and gathered data to inform improvements, collaboratively measured design quality to generate metrics. Quantified customer feedback themes. Developed a value score based on company OKRs & vision.
Leadership: Developed outcome focused team OKRs to complement outcome driven culture drive. Implemented feature level outcome driven OKRs, complemented by a set of metrics to drive.
Defining Roles and Ownership
Problem: Lack of clear responsibilities led to poor accountability and inefficiencies.
Strategy & Approach: Established design squads with defined roles for product managers, designers, and tech leads.
Execution: Formed cross-functional teams and clarified individual responsibilities and goals.
Execution: Formed cross-functional teams and clarified individual responsibilities and goals.
Aligning Objectives and Tracking Progress
Problem: Unclear goals and lack of progress tracking affected team motivation and effectiveness.
Results: Enhanced goal alignment, increased employee engagement, and effectively tracked progress towards objectives.
Outcomes
Accountability and Efficiency: The establishment of design squads and clear roles led to improved accountability and a more efficient workflow.
Unified Leadership Influence: Effective leadership practices fostered a positive work culture and aligned team behavior with Thredd’s goals.
Motivated and Engaged Team: Team OKRs and the complexity value score rubric increased motivation and engagement, leading to better performance.
Improved Communication and Alignment: Enhanced communication and clear goals ensured that team efforts were aligned with Thredd’s mission and values.
Key Results
Key Results
Improved Team Accountability: Clear roles and responsibilities led to better ownership of work and outcomes.
Enhanced Leadership Influence: Leadership strategies fostered a positive work culture and drove behavior changes.
Defined Core Values: Established five key values guiding team interactions and decision-making.
Effective Communication: Improved collaboration and clarity around organizational goals and contributions.
Clear Goals and Objectives: Aligned team objectives with Thredd’s mission and vision.
Increased Employee Engagement: Higher motivation and dedication through structured OKRs and a motivating rubric.
Enhanced Progress Tracking: Regular monitoring and evaluation of key results ensured effective roadmap execution.