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From YouTube: Sid discusses OKRs, KPIs, and general measurement tracking throughout the organization
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A
Cool
so
I'm
talking
a
bit
I'll
be
taking
notes
as
well
in
chief
of
staff
agenda,
but
I
was
inspired.
I
recently
saw
of
another
startup
that
had
forecasts
for
each
of
their
KPIs
each
of
their
key
performance
indicators,
which
was
cool
to
see
like
week
to
week
how
they
think
it
would
progress.
So
if
it's
going
different,
then
plant,
you
immediately
know
and
I
thought
that
was
that
made
it
super
clear
what
the
expectations
were
and
then
I
see
the
okay
our
process,
basically
as
a
way
to
change.
A
Kpis
I
every
okay
are,
should
change
a
metric
and
then
look
your
metric.
Our
metrics
are
already
there.
So
it's
kind
of
fun
where
the
OPR
is
just
a
quarterly
forecast.
Basically,
and
then
I'm
sure,
Wade
won't
mind
me.
Sharing
this
I
was
really
impressed
with
the
Oakley
art
tool
that
CPR
had
for
four
there.
Okay,
ours.
We
can
kind
of
expand
and
collapse.
Everything.
A
I
think
it
would
be
cool
to
kind
of
have
that
in
our
epic
view
and
get
lap
and
also
they
color
code,
everything
and
they
sure
Oh,
like
a
bar
on
the
top
level
of
how
much
is
red.
How
much
is
orange?
How
much
is
green,
so
kind
of
an
aggregate
bar
and-
and
we
kind
of
had
that
already
killed
I,
where
we
do
certain
slides
in
a
slide
deck
about
the
KPIs?
We
also
color
code
them,
so
I
thought
that
was
kind
of
cool
to
see
that
come
back
and
then
they
embed
the
graphs.
A
A
B
Since
you
said,
wait,
I
guess
I'll
say:
zapier
I
spoke
to
Stephen
at
zapier
last
week
and
I
do
think
after
hearing
more
about
what
they're
doing
and
how
they're
using
that
there
needs
to
be
a
like.
Yes,
we
can
improve
all
this
tracking
and
and
create
this
view,
but
I
think
there's
a
more
fundamental
question
about
okay,
ours.
B
So,
for
example,
it's
a
pure.
If
it's
a
project,
it's
not
a
key
result.
It's
not
the
outcome
of
something
we
have
to
focus
on
business
outcomes,
not
like
getting
this
thing
done
or
implement
this
process.
But
if
you
go
through
our
okay,
ours
page
there's
a
lot
of
key
results
that
are
implemented
this
process
had
this.
You
know
their
business
projects
they're,
not
necessarily,
and
so
I
would
make
the
case
that
that
is
a
prerequisite.
Would
we
have
to
solve
that
problem
first,
before
focusing
on
the
tools
but
I'm
open
to
feedback?
A
A
Why
are
you
doing
it
in
the
first
place
and
I
had
the
same
thing
with
quit?
If
you
do
a
critical
path,
analysis
for
every
activity,
you
have
to
say:
what's
the
next
activity
they
all
who
have
to
like
roll
up
to
the
end
goal
so
and
then
we
were
students,
we're
trying
to
do
this
and
we're
like
some
activities,
don't
have
a
thing
that
they.
A
That's
only
possible
if
you
do
this
activity
first,
what
is
what
is
only
possible
body
unlock
with
an
activity
and
some
activities
we
need
to
do,
but
they
don't
unlock
anything
and
then
the
funny
thing
is
or
if
they
don't
unlock
anything.
Why
are
you
doing
them
in
the
first
place?
Well,
we
have
to
because
then
forces
you
to
come
to
articulate
why
it's
a
necessary
typically
most
of
the
times.
Obviously,
if
DVD
wasn't
native
but
some
of
them,
we
actually
liked
it
yeah.
You
can
just
not
do
it
and
so
achieved
of
result.
Yeah.
B
A
B
A
B
You
know
different
companies
do
different
forms
of
goal.
Setting,
so
guilt
lab
might
be
the
first
time
they
stumble
upon
it,
okay,
ours
and
it
would
make
more
sense
for
us
to
have
a
stronger
excuse
me,
a
stronger
resource
where
people
can
can
learn
that
it's
not
a
project.
If
it's,
if
it's
a
project,
it's
not
a
key
result.
It's
it's
got
to
be
an
outcome
and
little
things
like
that
and
that's
gonna
I
think
the
first
step
in
like
leveling
up
our
okay,
our
process.