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← OKRs mostly fail in large enterprises; they work in small multidisciplinary teams with a clear remit.
17 connected korrents · 18 moments from 23 Jan 2012 to 29 Sept 2026.
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agency
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behavioural science
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management
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design
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hiring
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team size
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infrastructure
Everything filed under innovation
innovation Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: OKRs mostly fail in large enterprises; they work in small multidisciplinary teams with a clear remit. OKRs mostly fail in large enterprises; they work in small multidisciplinary teams with a clear remit. Last stated 7 months ago
21 Mar 2026
CW
Christina Wodtke — holds since 2026-03-21 — tap for who they are
Same subject: Small teams probably work better because companies do not really have communication problems, they have miscommunication problems, and fewer people leave less room for them. — tap to centre the map on it Small teams probably work better because companies do not really have communication problems, they have miscommunication problems, and fewer people leave less room for them. Last stated 9 months ago
15 Feb 2026
JF
Jason Fried — holds since 2026-02-15 — tap for who they are
Same subject: Deep tech companies rarely fail because the technology does not work; they fail because nobody built the systems to run the organisation around it. — tap to centre the map on it Deep tech companies rarely fail because the technology does not work; they fail because nobody built the systems to run the organisation around it. Last stated 3 months ago
7 Aug 2026
MH
Max Hodak — holds since 2026-08-07 — tap for who they are
Same subject: Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time. — tap to centre the map on it Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time. Last stated a year ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: You have to work out how the people you collaborate with want to work with you, and there is no one-size-fits-all answer. — tap to centre the map on it You have to work out how the people you collaborate with want to work with you, and there is no one-size-fits-all answer. Last stated 5 months ago
26 May 2026
AM
Andy Madrick — holds since 2026-05-26 — tap for who they are
Same subject: A company needs both a flat inventive team and a large operational one, and the leader's real job is the relationship between them. — tap to centre the map on it A company needs both a flat inventive team and a large operational one, and the leader's real job is the relationship between them. Last stated 6 months ago
26 Apr 2026
ES
Evan Spiegel — holds since 2026-04-26 — tap for who they are
Same subject: A few larger teams under experienced engineering managers outperform many tiny teams each led by a working tech lead. — tap to centre the map on it A few larger teams under experienced engineering managers outperform many tiny teams each led by a working tech lead. Last stated 3 years ago
5 Jan 2024
CM
Charity Majors — holds since 2024-01-05 — tap for who they are
Same subject: Innovation should happen inside the existing teams rather than in a fresh team spun up for it, because a separate innovation team creates a two-tier class system. — tap to centre the map on it Innovation should happen inside the existing teams rather than in a fresh team spun up for it, because a separate innovation team creates a two-tier class system. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — no longer holds since 2018-07-14 — tap for who they are
Same subject: Fast-growing companies will never achieve full pairwise trust between all employees. — tap to centre the map on it Fast-growing companies will never achieve full pairwise trust between all employees. Last stated 2 years ago
13 Jul 2024
BK
Ben Kuhn — holds since 2024-07-13 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. — tap to centre the map on it A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work. Last stated a month ago
29 Sept 2026
DM
Danny Martinez — holds since 2026-09-29 — tap for who they are
Same subject: A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. — tap to centre the map on it A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it. Last stated 15 years ago
23 Jan 2012
PM
Patrick McKenzie — holds since 2012-01-23 — tap for who they are
Same subject: A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. — tap to centre the map on it A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly. Last stated a month ago
21 Sept 2026
CC
Chris Coyier — holds since 2026-09-21 — tap for who they are
Same subject: A company can produce a good commercial without a large budget — tap to centre the map on it A company can produce a good commercial without a large budget Last stated 4 years ago
21 Mar 2023
DH
David Heinemeier Hansson — holds since 2023-03-21 — tap for who they are
Same subject: A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. — tap to centre the map on it A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing. Last stated 5 months ago
19 May 2026
TG
Tommy Geoco — holds since 2026-05-19 — tap for who they are
Same subject: A belief system combining cosmic stakes, privileged knowledge, personal vocation and an imperative to act can license extraordinary behavior when it conflicts with ordinary constraints. — tap to centre the map on it A belief system combining cosmic stakes, privileged knowledge, personal vocation and an imperative to act can license extraordinary behavior when it conflicts with ordinary constraints. Last stated a month ago
17 Sept 2026
VR
Venkatesh Rao — holds since 2026-09-17 — tap for who they are
Same subject: A cancellation-reason drop-down measures list order rather than reasons: randomise the options and every one of them gets picked equally. — tap to centre the map on it A cancellation-reason drop-down measures list order rather than reasons: randomise the options and every one of them gets picked equally. Last stated 9 months ago
25 Jan 2026
JC
Jason Cohen — holds since 2026-01-25 — tap for who they are
Same subject: A decision cannot be judged by its outcome, because good decisions fail through no fault of the decider and bad ones succeed by luck. — tap to centre the map on it A decision cannot be judged by its outcome, because good decisions fail through no fault of the decider and bad ones succeed by luck. Last stated 4 years ago
9 Aug 2022
GK
Gary Klein — holds since 2022-08-09 — tap for who they are
At the centre
OKRs mostly fail in large enterprises; they work in small multidisciplinary teams with a clear remit.
Holds Read this korrent →
Small teams probably work better because companies do not really have communication problems, they have miscommunication problems, and fewer people leave less room for them.
Holds
Deep tech companies rarely fail because the technology does not work; they fail because nobody built the systems to run the organisation around it.
Holds
Working at a company turns you into a power user, which is why pattern matching fails and even an experienced growth leader is wrong all the time.
Holds
You have to work out how the people you collaborate with want to work with you, and there is no one-size-fits-all answer.
Holds
A company needs both a flat inventive team and a large operational one, and the leader's real job is the relationship between them.
Holds
A few larger teams under experienced engineering managers outperform many tiny teams each led by a working tech lead.
Holds
Innovation should happen inside the existing teams rather than in a fresh team spun up for it, because a separate innovation team creates a two-tier class system.
No longer holds
Fast-growing companies will never achieve full pairwise trust between all employees.
Holds
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds
A company hiring a designer is not hiring a politician or spokesperson, so it should just get into the design work.
Holds
A company is not sensitive to the few thousand dollars a candidate is afraid to ask for, because the fully-loaded cost of employing them dwarfs it.
Holds
A business can use stewardship of a community publication as a top-of-funnel customer acquisition strategy without needing the publication itself to generate revenue directly.
Holds
A company can produce a good commercial without a large budget
Holds
A designer who is not a designated leader can get leaned on by building an internal tool for a cross-functional need, such as one design needed by marketing.
Holds
A belief system combining cosmic stakes, privileged knowledge, personal vocation and an imperative to act can license extraordinary behavior when it conflicts with ordinary constraints.
Holds
A cancellation-reason drop-down measures list order rather than reasons: randomise the options and every one of them gets picked equally.
Holds
A decision cannot be judged by its outcome, because good decisions fail through no fault of the decider and bad ones succeed by luck.
Holds