OKRs vs. Daily Grind: A Tale of Two Teams

This post explores the contrasting uses of Objectives and Key Results (OKRs) in engineering and marketing teams. The author argues that marketing teams find OKRs easier to define because their work is more project-based, whereas engineering work is more product-driven. Engineering OKRs shouldn't simply reiterate the product roadmap; instead, they should highlight what's unique about the quarter, what's changing, and what challenges need addressing. For example, an OKR for a "smooth launch of Frontend Observability" focuses not just on the launch itself, but on ensuring a smooth launch and its positive impact on the business. The post emphasizes that OKRs should highlight special focus areas for the quarter, not try to encompass everything.