When you're working on products in any other setting, there are four issues I see coming up time and time again that OKRs aren't effectively addressing.

IMO, the biggest development issue in design leadership today is that many Design VPs still think and act like Managers/Directors. Your teams, customers, & you deserve better.

Over the last 20+ years, many companies have implemented (or tried to) OKRs with varying degrees of success. There are some clear patterns around what is and isn't working.

POKRs stands for perspectives, objectives and key results. This framework is all about adding the quality factors that different individuals or teams think about when making decisions so they can make sense to each other.

When you’re trying to decide on who to trust with your development, it’s critical to know who you’re working with. Here are all the reasons to learn with us and and what we’re good at.

Within an organization, a lack of consistency for what is desirable puts designers and design teams into difficult situations. Strategy Maps are the bridge you need to connect design to business.

Hey designers, while you're consumed with finding the right metric, you should know a few pragmatic realities of putting a metric in place. Here's what I've learned over the years.

Develop a sense of how your cross-functional partners perceive you with The Good Partner Map. Use this resource to document a model of your functional value, to understand how excited your partners are to work with you, how easy your team is to engage with, and how to to continuously improve your partnerships.