What you want is to manage with outcomes: ask teams to create a specific customer behavior that drives business results. That allows them to find the right solution, and keeps them focused on delivering value.

And that’s what hypotheses encourage us to do: to test our assumptions to see if we’re right or wrong.

It’s common to get caught in this kind of confusion—mistaking “making stuff” for making progress, and mistaking shipping features for being done.

So how do you write better OKRs? One way is to think of Key Results as outcomes. If

What are our customers trying to do? How do they do that today? How can we make it easier for them to do that?

Another problem the team encountered was managing stakeholder expectations. One of the appeals of output-oriented approaches is that stakeholders like the concrete certainty of the plans. They like knowing what features teams are working on.

planning a roadmap around a customer journey. You can also use methods like Impact Mapping, and Outcomes Mapping, (see Reading List at the end of this book) or any other method that allows you to break down big goals into component parts. But

Gothelf, Jeff. Outcomes Mapping https://medium.com/@jboogie/execs-care-about-revenue-how-do-we-get-them-to-care-about-outcomes-5d541a823358

MVP, this is what I mean: it’s the smallest thing we can do or make to see if our hypothesis is true.