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From YouTube: Inbound Marketing OKR Organization Iteration FY22
Description
Iteration on the structure of our Inbound marketing OKRs for FY22
A
A
Let's
see
it
is
this
chrome,
so
one
of
the
things
here
this
is
our
epic
epic
227,
which
is
the
q1
fy
22
marketing
okrs,
I'm
going
to
walk
through
the
okr
iteration
issue
that
I
wrote
really
quickly
so
here.
This
is
just
an
iteration
for
how
we're
going
to
set
up
the
epic
structure
and
issues
based
on
feedback
and
things
that
we
saw
last
quarter
and
the
quarter
before
so.
The
current
state,
which
was
each
okr,
started
on
its
own
epic.
A
This
becomes
very
messy
because,
as
you
have
top
level
okrs
and
then
individual
team,
okrs
and
then
individual
team
member
okrs,
we
end
up
with
a
very
messy
nesting
structure
and
a
lot
of
the
times.
Projects
are
cross-functional,
so
for
here
we
want
to
have
each
okr
is
started
as
an
an
issue,
and
then
it
will
be
promoted
once
it's
finalized
team
leads
own
their
own
updates,
which
was
the
current
state.
A
The
proposed
iteration,
which
we're
going
to
try
out
this
time
is
each
member
on
im
will
be
assigned
an
okay
to
art,
track
and
update.
This
means
that
it
won't
be
me
michael
bree,
rebecca
erica
and
shane
updating
all
of
the
various
different
okrs.
It
will
be
individual
team
members,
so
this
will
get
everybody
a
little
bit
more
exposed
to
okr,
planning
and
execution.
A
So
again
that
was
like
you
know.
We
want
to
increase
website
traffic
20
year
over
year
and
then
we
would
have
okrs
underneath
that
and
projects
underneath
there,
but
a
lot
of
the
times.
What
grows
our
inquiries,
which
would
be
top
level
and
what
grows
our
website
traffic?
Some
of
those
projects
would
do
both,
so
it
became
confusing
as
to
where
they
should
sit,
and
then
it
was
hard
to
find
them.
A
So
that's
why
we
wanted
to
leave
it
in
the
description
as
opposed
to
having
it
individual
epics
that
were
nested
and
then
top
level.
Okrs
didn't
have
a
weight
limit,
so
this
was
these
are,
when
I
say
top
level
okrs.
Those
are
the
ones
that
danielle
sets,
so
the
above
categories
are
tiered,
so
that
the
metrics
have
the
most
weight.
So
going
back.
Sorry,
I
forgot
to
mention
this
in
the
top
level
going
from
metrics
based
to
theme
based.
A
This
allows
us
to
have
themes
that
not
only
support
our
metrics
but
will
be
cross-functional
and
they
also
support
gitlab's
values.
It
puts
time
into
having
a
project
for
that,
and
we
have
a
project
that
that
is
r
d
theme,
so
that
people
can
kind
of
follow
a
little
bit
more
of
their
passions
and
things
that
interest
them
within
the
quarter.
A
So
it
makes
sure
that
we
leave
space
for
that
and
they're
weighted
not
prioritized
so
that
the
metrics
are
weighted
more
heavily,
so
we
will
have
more
projects
under
there,
so
this
is
a
deliverable
that
is
completed.
So
this
is
how
it's
going
to
look.
So
I've
updated
all
of
these
to
be
these
themes.
So
there
are
five
themes
that
we
have
the
grow.
I
am
metrics
the
contribute
to
growth
of
company
or
product
r
d,
gitlab
values
and
support
company
metrics.
A
So
you
can
see
under
here
the
amount
that
these
are
weighted
so
the
grow.
I
am
metrics
because
this
is
our
main
metric
that
we're
trying
to
get
at.
There
are
31
epics
in
here,
but
some
of
them
are
close.
There's
28,
open,
epics
and
there's
71
open
issues
within
it.
So
you
can
see
that
this
is
weighted
more
then,
when
we
go
in
to
contribute
to
the
growth
of
the
company
or
product
again.
A
This
is
heavy
not
as
heavy
as
our
metrics,
but
this
is
important
and
then,
when
you
go
in
here
for
support
a
company
metric,
we
have
four
epics.
We
have
12
issues
here
and
then
so
this
is
to
support
cross-functional
metrics
that
don't
necessarily
fit
within
inquiries
or
growing
website
traffic,
but
they're
important
as
well,
and
then
we
have
git
lab
values
and
r
d.
So
right
now,
there's
one
issue
under
these.
That
would
be
promoted
to
an
epic
and
that's
just
because
of
time
and
resources.
A
We
would
love
to
do
more
of
these
things,
but
we
just
don't
because
we
have
to
fulfill
our
commitments
and
hit
our
numbers
in
inbound
marketing.
So
when
you
go
in
here
to
grow
im
metrics
as
a
good
example,
the
way
I've
done
this,
which
is
different,
is
we
have
the
objectives
and
key
results
here,
and
so
all
the
projects
that
you
see
under
here
are
based
on
this.
So
we
have
the
objective
and
the
key
results
so
grow
website
traffic
and
generate
inquiries
is
under
one
epic.
So
these
are
two
okrs.
A
A
So
in
here
you
can
see
we
have
the
global
content
strategy.
These
are
issues
that
they've
written
for
these
strategies
and
one
of
our
okrs
is
to
improve
distribution
strategy
and
to
align
the
go
to
market
content
strategy
with
the
go
to
market
motions
that
we
have.
So
you
can
see,
there's
exploring
distribution
for
the
blog
strategy
for
social
distribution,
go
to
market
content
strategy
overall
and
then
strategy
for
new
content
types,
digital
production
strategy
and
strategy
for
content,
editing
and
then
within
this
we
have
these
epics.
So
this
is
one
that's
holding
here.
A
Is
the
content
set
for
get
up,
cicd
and
then
down
at
the
bottom?
Is
the
devops
platform
content
set
so
these
align
with
the
devops
platform?
So
you
can
see
that
the
projects
under
here
align
to
an
okr
within
this
epic,
but
instead
of
us
trying
to
shove
projects
under
one
set
of
nested
epics
we're
gonna,
keep
it
open
a
little
bit
like
this,
which
will,
I
think,
be
a
little
bit
cleaner,
a
little
bit
easier
to
understand,
and
there
are
some
things
that
we
don't
really.
We
haven't
really
gotten
there
yet.
A
So
this
is
an
iteration
we're
going
to
see
how
it
goes.
I'm
hoping
that
this
will
help
again.
You
can
see,
create
a
subscribe
page
for
the
newsletter.
This
helps
with
distribution.
So
all
of
these
things
that
we
have
under
here
should
fit
under
supporting
those
okrs,
and
I
am
not
going
to
go
into
all
the
rest
of
them
because
it's
a
little
bit,
you
know
it'll
be
a
lot
of
work,
but
have
a
look
at
the
overall
epic.
I
need
to
go
through
and
write
the
okrs
for,
for
example,
gitlab
values.
A
Company
your
product-
this
is
another
one
set
up
the
same
way:
objective
key
results:
I'm
working
through
getting
all
of
these
set
because
before
we
had
okrs
that
were
so
deep
down
leveled
that
it
was
hard
to
keep
track
of
them
or
they
would
fit
multiple
things.
So
the
focus
themes
here
we
have
our
analytics
measurement,
data
infrastructure
and
tech,
debt
and
brand,
because
these
contribute
to
the
growth
of
the
company
or
the
product.
In
this
case,
we
have
a
lot
of
website
things
that
we
still
need
to
work
through.
A
So
I
improve
brand
implement
brand
messaging
on
top
web
pages
and
commit
emails.
Is
our
okr
for
this
quarter,
for
example,
so
increasing
page
speeds,
reducing
errors
and
creating
systems
for
better
monitor
website
traffic?
These
I'm
going
to
look
to
shane
and
michael
to
contribute
on
the
actual
krs
for
them
to
make
sure
that
I
am
setting
realistic
expectations
or
something
that's
a
good
goal
to
aim
for.
So
thank
you
guys
very
much.
Hopefully
this
explains
the
new
structure.