Building An Outcome Driven Team
Empowering teams to aim for impactful results, rather than just creating outputs.
Client
Timeline
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 Engagement
Clear purpose, vision and outcomes motivated the team, improving out ENPS score by 15%.
More x-functional collaboration was observed, with teams working toward shared goals.
Effective Communication
Improved collaboration and clarity around organisational goals and design contribution to business success.
Enhanced Progress Tracking
Regular evaluation of key results ensured outcomes were being achieved, not mere outputs.
My Role
Strategy
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 Engagement
Clear purpose, vision and outcomes motivated the team, improving out ENPS score by 15%.
More x-functional collaboration was observed, with teams working toward shared goals.
Effective Communication
Improved collaboration and clarity around organisational goals and design contribution to business success.
Enhanced Progress Tracking
Regular evaluation of key results ensured outcomes were being achieved, not mere outputs.