OKRs have become a popular way to connect strategy with execution in large organizations. But when they are set in a top‑down cascade, they often lose their meaning. Teams receive objectives they didn’t help create, and the result is weak commitment an

Sriram Narayan concludes his article in impact intelligence by addressing five common objections to this activity, including slowing down, lack of agility and collaboration, and the unpredictability of innovation.

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Abi Noda observes

Just met with a 2000+ eng company. Their developers are saving 2+ hours per week thanks to Copilot.

But they’re also losing:

• 3 hrs per week due to slow builds
• 4 hrs per week on dev

Sriram Narayan continues his article on impact intelligence by outlining five actions that can be done to improve impact intelligence: introduce robust demand management, pay down measurement debt introduce impact validation, offer your CFO/COO

The productivity of knowledge workers is hard to quantify and often decoupled from direct business outcomes. The lack of understanding leads to many initiatives, bloated tech spend, and ill-chosen efforts to improve this productivity. Sriram Narayan

Birgitta Böckeler reports on a series of experiments we did to explore how far Generative AI can currently be pushed toward autonomously developing high-quality, up-to-date software without human intervention. As a test case, we created an agent