> If it takes 3 weeks into the quarter to define your OKRs for the quarter, well, congratulations, you spent those 3 weeks choosing what you’ll actually do this quarter. You’ll make the case that the things you’re working on are really important and already in progress, even if they’re not lined up exactly with the department OKRs. And they may be really important, and the OKRs may be wrong because we didn’t spend enough time working on them and took too long to deliver them, and we didn’t leave room for bottom-up objective setting. So we do the important things we’re already doing, and we’ll fudge the KRs a bit at the end of the quarter.
LOL this paragraph really spoke to me. I've been in FAANG for 6 years, and every time roadmapping/OKRs come around this always happens.
As an IC, those weeks spent planning are precious time that could be spent landing ~impact~ for your performance review, so you might do a mini-planning session to figure out how to use your time. That project that you picked up ends up getting traction, but due to disconnects with the team's planning process, the overall OKRs no longer align with your work! Guess we'll have to fudge the numbers...
LOL this paragraph really spoke to me. I've been in FAANG for 6 years, and every time roadmapping/OKRs come around this always happens.
As an IC, those weeks spent planning are precious time that could be spent landing ~impact~ for your performance review, so you might do a mini-planning session to figure out how to use your time. That project that you picked up ends up getting traction, but due to disconnects with the team's planning process, the overall OKRs no longer align with your work! Guess we'll have to fudge the numbers...