MakerDAO Core Unit Tools, 1 May 2021

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From YouTube: Core Unit Rituals #01: OKRs Workshop with Andy

Description

Core Unit Rituals #01: OKRs Workshop with Andy

For this first episode, we have @Andy_Dobrucki explaining what the goal-setting framework OKRs (Objective and Key Results) is and how to best utilize it.

Agenda: https://forum.makerdao.com/t/core-unit-rituals-01-okrs-workshop-with-andy/7682

Governance Forum:
https://forum.makerdao.com/

Disclaimer: These calls and the summaries are produced and hosted by MakerDAO community members. Content produced by the community are not the statements or views of the Maker Foundation.

A

B

Everyone welcome to core unit rituals number one um yeah today we're going to have uh one of the sessions that hopefully will will yeah what we're trying to do with the with ses, with sustainable ecosystem scaling is to help other units. um I think my internet is very picking up right.

B

I can still hear you, though you can.

C

B

D

B

All good okay, so, as I was saying, what we're trying to do as a part of our mandate is to help other core units scale, and one of them is helping them facilitate these different meetings and rituals that we can that we believe that uh they lead to a to a healthier and more productive working environment.

B

So today we're going to be visiting the the okrs, which is a very extremely interesting and useful tool, um as andy will tell us more and yeah just to set the expectations. uh We're not expecting everyone to fix their okrs uh in this call, but more to have an introduction, and hopefully we can. We can.

B

You can see the value and and if we need more, we can ask andy to to help us more in this uh in this journey. So andy without further ado.

C

Thanks juan uh welcome everyone to the launchpad sessions, this is going to about okrs. My name is andy and I'm the agile, slash um business, coaching guy in ses, sustainable ecosystem scaling or units, and I'm gonna tell you a bit about okrs today and hopefully we can run a short exercise.

C

You will be trying to set up your own objectives and key results, but first I'm gonna. um Even before I share my screen, my timer to 30 minutes so that we value our time and then I'm going to start sharing the screen and we'll go into the presentation.

C

Can you all see my screen.

E

C

B

Did it break for everyone, because I yeah for.

F

Everybody, okay.

G

B

Internet's been not great this last days, um so I thought it was me for a second.

E

um So I guess straight to the workshop. It is.

B

Yeah, that was a I hope that was enough. Content to to get us started any questions.

E

What does okr stand for.

H

F

B

Welcome back auntie.

C

Seems like everyone's having internet connection today, can you hear me now.

B

C

Okay, sorry, for that, I just changed to an alternative network network having problems all right, so the short history of okrs, starting with peter drucker. Maybe you heard about this guy because before okrs were born, actually there were mbos everywhere, especially in the enterprise world. So what happened in mid 50s? Is this guy called peter drucker?

C

Who is actually the um father of motor management has devised something called management by objectives, which means that if we want to run a company and if we want to track progress of our company, we should probably define a couple of objectives for ourselves that we can track that we can set up that we can review and based on that, we can hopefully have a company that is actually going the right direction and then, in the 60s late 60s things changed a bit because the guy called andy grow, founded intel and the okrs we are talking about were actually born in intel.

C

Something between 68 and 74..

C

uh 74 is actually an important date because john doerr he joined intel- and this is the guy who said nbos- are not actually working the way they're supposed to they're, putting a bit too much pressure on uh connecting the objectives themselves with incentives. People are not that well motivated to to work on them to complete them. So if so, he so he started something.

C

He called the objectives and key results and they were successfully implemented in google in 1999 and google's been working with okrs ever since, and this is at the moment um the most important way to track progress to set objectives for most companies these days and I'm going to tell you more about what these okrs are and how we can use them.

C

I'm getting messages about people wanting to to enter the room, actually a lot okay, so starting with definitions, objectives and key results.

C

So the objective is the end goal something we want to achieve and I think the best parallel for what an objective is is a direction rather than a very clear moment in time or a very clear milestone in the timeline.

C

It's actually an inspirational and blurry direction that shows the direction we're going in and the key results are the milestones we want to reach um that we're going to use to see if we're actually getting there if we're moving into the right direction.

C

So, while the objective is supposed to be inspirational and blurry, the uh key result, on the other hand, is supposed to be usually measurable, measure measurable, which means that there needs to be as many concrete measures as possible in the key result itself. Otherwise we're not really sure whether we're getting there or not so the red squares here they are the key results.

C

The objective is uh the end gate or uh where we're getting the clear direction, the horizon, so the cycle for okrs is quite similar to maybe you have heard of the pdca cycle and that's again, something um that was invented by by no no one else, but a guy called deming who was advising japanese companies, amongst other things, on how to run or how to track their progress and getting there, including toyota, the company where, for example, agile, was born. So the guy was spending years in in japan and, among other, really useful things.

C

He created something called the plan. Do check act wheel, which basically says that we first plan, then we do what we planned. Then we checked how it went we adapt and then we start the circle again. So there's not not a big difference with okrs. We actually define the objective. We define the key results for the objective and then we do all the actions that need to be carried out to meet that uh to meet the key result.

C

So we know whether the objective is we're getting closer or not, and the inside is actually the retrospective, which means that we review all the way how we were going forward. The direction um and we're trying to measure what needs to get maybe uh fixed, maybe adjust it. So we're basically learning on the way.

C

That's what the okrs are supposed um and the things that are really important to remember about them is that they are made to help people self-develop, while moving the company towards his business objectives, so they're, usually quarterly or denser. That means that we do not set them for a year.

C

We do not set them for two years for three years: that's basically a strategic horizon sort of like a vision and I'm going to talk more about vision and mission on the next slide, but why they are so so dense is because more and more things are changing around us. So the market is changing, the customers are changing. Our the people that we're working with are changing.

C

um Our products are changing, the needs are changing. Everything is changing, so the um if we set goals for ourselves once in a year or once in two years, it might uh actually turn out that we cannot really fulfill those goals. We cannot complete them because everything has changed around us, so you can see a lot of agile approach here and that's true. Okrs are actually very agile.

C

The other thing is that they are publicly visible, so it's with mbos, for example, so the predecessor to okrs. We would actually lock herself up in a meeting room. So my first line manager and myself. I would lock myself up in the room. We would talk about objectives.

C

I would say yes, okay, let's do it and then nobody else would ever know what the objectives were. That was the case with mbos with okrs. It's important that people know what other people's teams objectives are, so that they can better uh perform their own uh their own work.

C

So they are more um informed on how the company is behaving as a whole. It's very important and they're, mostly brainstorm collectively, which means that we all try to brainstorm or on our objectives.

C

um So there's sort of like a democratic agreement in the team or in the organization that hey this is the direction we're going to move into because, as the system's theory has it only the whole system knows what's the best for the system, not the boss, that wakes up in 4 4 a.m in the morning and has a vision of what should happen to the company. That is no longer the case.

C

We all have and have an impact, and we all should influence how the objectives are created for the company and also there, the child detached from bonuses. I'm going to talk about it more on the next slide, because there are lots of questions about it usually, um and the opr's are not supposed to be reached hundred percent, because if we reach our goals, 100, that's what john doerr already found out very early on at intel is that um they were not challenging enough, so we would basically be sandbagging, uh saying hey.

C

I did all my goals. No, you should actually do 60 to 70 completion rate for your uh for your metrics, for your key results and for your objectives. um They are also reviewed. That's the retrospective part. I was talking about and can and should be adjusted as we learn.

C

So if we learn early on in the quarter that an objective cannot be completed or should not be completed, we should not complete it, and if we have another objective that came up because that other one is no longer valid, we should also put it and edit as we go.

C

uh It's not about you know, checking things off the list, it's more about learning and taking wise learned decisions as we go so more about the objectives and incentives trap because there's a notion- and I think it's been around for many many decades- that if we motivate people with incentives uh linking them to objectives they're going to be more effective and the company is going to be more successful, which is no longer the case because, as you can see, um that's how our brains work by the way.

C

So it's not it's it's just it's just that nothing else. We just started to announce how the brain works when something is linked to incentives, and that means in the end, most of the time, uh um money and promotions, so money and power.

C

um So the incentives have a tendency to become objectives, and then we are not supposed to fail in front of ourselves in front of our people. If some, if the objective is linked to incentives, then we are basically trying to um to to blur the picture so that it looks like we're actually attaining the goal uh and because it sort of starts a rat race.

C

It's always has this huge potential of destroying the social fabric, so so we can actually cause conflicts by doing that, um and there's a very nice article that I linked below from how about business review- and I underscored 1993 here, because we already knew then that something is wrong and that's uh that's an article about why incentive plans cannot work uh because people are not competitive by default. People are collaborative by default, just like the rest of nature, but uh um but there is this uh um this this still again this this.

C

This really widespread notion that we are competitive by nature. We are not and other two things um people will try to game the system. If we link objectives to incentives uh and people will try to reach the calls, no matter what, even if it means they will uh ruin the company many times. This is exactly what happens.

C

um So why do we do all cares? Because we want to set goals that are aspirational that are motivating that are inspiration to our individual uh self-development. So that's what they are offering on an individual basis, not telling you that hey. This is your goal, because this is the goal of the company. No, we need to develop.

C

We need to have progress as a company and you need to develop and have progress as an individual, and only then you have sustainable culture in the company that allows people to do what they love, while, while uh checking off the goals from the company business roadmap, um so how to implement okrs that are actually very simple. But the incubation phase for okrs is something that tends to scare people off a bit because there's a lot of brainstorming in that, because we need to actually find out starting.

F

From the vision.

C

And mission of the company, we need to find out what's the overarching theme, so we need to define our identity in a way and that's not very easy. Many times so. I have used my own example of my one of my past companies. The remote work, consultancy, business and the vision for the company was just not to become number one company, and the mission was is what the company is actually doing.

C

uh When it's successful, what sort of activities will it be doing in the ecosystem, whatever ecosystem? It is in this case that would be educating companies helping them moving to remote work, and then, if we have that we can actually start creating okrs, and that should always be a collective process when we are actually trying to find out what directions the company the organization will be moving into.

C

So in the case of my previous company, that would be visibility in the enterprise world, which means that we get more and more spotted by huge companies by enterprises. And then, if you see here in the objective, there are no numbers, but they start to appear in the key results.

C

So the four bullet points here they are the key results and I have boldened uh the words that are actually uh adding to the measurability of each of these key results, so small large, fifty percent three times high profile as opposed to low profile, five webinars, minimum of 50 corporate attendances and then two conferences and hundred users monthly. This is very important because if we do not attach clearly measurable uh values here, it will be extremely difficult.

C

While reviewing those key results, it will be very difficult to to say whether we're getting there or not because whatever is not clearly defined, is open to definit, to redefining to interpretation, to translation whatever you call it and we all do it differently. So um that's why attaching numbers is really important and then, in this slide I'm actually talking about organization-wide okrs, because uh that's, I think what matters most at this point in our ecosystem is to set up sturdy and sustainable objectives at the organizational level.

C

But of course you could and a lot of companies do that you could go deeper and then, if I'm talking in the company-wide objectives about running webinars, for example, five webinars with 50 corporate attendance, I could assign a team or an individual depending on your structure, um a sort of breakdown to that key result.

C

So we are coming up with a new objective, for let's say, an individual that is working only with webinars and we break that down still remembering that we need as many measurable uh values in those results as possible, and also a document can be a measurable point of measure right, if we just say, let's create or let's conceptually conceptualize a new strategy.

C

That does not mean much that can be done inside somebody's head essentially. But what we are expecting is that somebody actually documents the strategy and puts it somewhere. So it's it's better if it's detailed and if it leaves no room for interpretation now. The third step is to review the okrs and that's usually done mid term and at the end of term, so, for example, remonster and then we're attaching scores again. I imagine at the beginning, when the company is still small everybody's working together.

C

I would imagine that we would need a session or maybe a review session, where we're actually publicly attaching points to our curios.

C

So then, as google says, if it's one, because it's always scaled from zero to one and if we attach one it means we are probably sandbagging and we could have set um more challenging goals and usually we would get something between 0.4 and 0.7.

C

So we would have done most of um um the key result that we have set for ourselves or maybe a bit less. But the thing here is not to uh be afraid to say: I couldn't reach my goals right. If they were then linked to incentives, I would be very reluctant to say I'm actually failing to complete my goals.

C

I will be trying to come up with all sorts of vanity metrics that show that we're actually attaining the goal while we're not in reality- and that happens in probably more than half of the companies still in the world and so not being afraid coming up with the actual results, is very important in this framework and is actually invited um in the maker ecosystem.

C

All cares are quite important because they help us track project progress in the cons in a way that is actually consistent.

C

So you could come up with all different sorts of defining goals and priorities and objectives and and measures and so on, but it is always best to have one uh one framework to do that so that we can, when we need to, we can also compare different core units between one another based on the other okrs, not to mention that okrs are important when talking to governance.

C

um It's in this two-way communication, when we are trying to uh have a budget designed, for example, which is also important when we're talking about um the incubation process, which our core unit is actually working on us. So it's one of the research products and there the main framework for uh tracking progress will also be uh okay. Ours, that's why they are important. That's why it's good to the job with them as soon as possible, and so I have a small exercise for you um and okay I'll.

C

I'm actually ahead of time. I'm having a small group exercise at the moment, uh which is about brainstorming in pairs, but, as I see zoom doesn't let me um split everyone into exactly pairs that could be two or three people, so um I'm gonna send you a link in a moment in chat uh and in this link.

C

uh If you open it, you will go to mural. Mural is a piece of software that lets you work on a whiteboard uh in real time, and I have prepared a small board for you. I'm gonna quickly um give you an intro to the board so and you will get split into groups using zoom breakdown.

C

You know breakout room feature yeah. So that's that's that um okay. At this point, uh I will take questions at the end, so we'll have the last 15 minutes for q and a's, but other like super critical questions. At this point that I can answer.

C

Okay, before yes,.

E

Yes, I guess uh one question I had uh so you talked a little bit about the importance of setting okrs organization wide and then also having a common framework uh for like okrs within individual core units. Right.

E

uh I guess my question is uh like certain core units, like there's differences and what okrs would look like and certain core units might not necessarily really I. What am I trying to ask sorry, uh I guess I'm just trying to understand like what would be the unifying framework if it's not just gener their general idea of okrs.

C

Okay, that's a good question and I think that's a question that can spur um a lot of debate, so I will try to answer it later on after the exercise, but I will note it and keep it in mind. Okay, um so let's do this, I'm gonna send you a link to the board worst case scenario: you're just gonna play around on the board, um but I think you're gonna, like it actually, okay, uh you can see the board right now and I'm gonna send the link to the.

C

C

You should be able to enter that board yep. I can see people entering you can zoom in and zoom out with a pinch as much as as you need, so that you can actually do a lot of different things on the board and those who hasn't entered and has no intention to do so. You can see a lot of actually pointers on the screen. That's always the fun part. Okay, so the thing about the exercise is to choose.

C

I will now break okay, let's do the breaking out, uh but then I cannot talk to you so I'll, just briefly go through the board and then I'll do the so I can see that people are already stealing some icons and moving them around the board, which is which is expected behavior. So uh once you're uh in a breakout room with somebody else, one or two other people. uh Please choose the team.

C

There are four teams today, starting a new business, moving to a new apartment, colonizing mars or something else something you can think of, and please use the big stickies to put first claim your group so move the icon to the group that you'll be working in so that two groups don't work on the same set of cards, destroying things for each other, and so first do that and then put objectives in the big card and then put key results in small stickies beneath it within the team that you have chosen so with starting a new business.

C

What objectives can you think of? We can we have one to three big cards and then some small cards to put the key results in there. uh So just try to think about it. Let's have like 15 minutes to finish this exercise.

C

You might come with some interesting ideas and I'd like all the groups, then to come up and speak about what objectives and key results they have created in the team they have selected on the left. You have a small cheat sheet, maybe will help, and now I will break you into.

C

uh Let me see, I will break you.

C

Into eight rooms- and that's happening now- we're meeting again 15 minutes from now so uh eyes, press create.

B

You're gonna sign dandy.

C

You're still here.

B

I don't even know how to go. I thought that zoom was going to push me.

C

um No you're, you stayed in this room and we're actually staying in this room. This is the room created, I think, maybe zone had a problem. The pudding doesn't let us in another room could be I'm testing the feature.

C

B

Got kicked out.

C

I've never seen that.

B

Okay, yeah, I think you were with tadeon and david based on assigned to room one.

C

People are moving icons.

C

C

I'll stop sharing for a moment. It doesn't make sense. So it's me pavel and juan in one room. So what we should do is that we should actually, if we no.

B

No, no, no! This is the second connection check room number, one like he went with tadreo and and david. This is like his ghost connection.

C

I can go to that room. Actually it lets me too, to which one I can go to any of the rooms and see whether.

C

A

B

And did you want me to keep time or something I am keeping time? Okay,.

C

I am keeping time, I'm not sure if people know what to do.

B

You can broadcast to all rooms, so maybe write something saying like hey. The objective is that you come back with a b and c or don't spend too much time on no you're. The pro.

B

C

C

Okay, they're writing something good. This is always.

C

H

E

I managed to get kicked out.

B

E

Breakout room accidentally, I accidentally hit x on zoom, which.

C

Room was with whom it was the one with.

E

Powell and with uh I'm blanking on his name, but powell was in there and a guy with the letter t uh today.

C

Yeah, I need to find out how to move you.

E

I have a joint breakout room.

C

That's room number one: the one you're looking.

C

E

E

F

E

F

uh Did you work with pablo.

E

F

Yeah, okay, so for some reason, you're swapped.

F

E

I'm being invited to join okay, sweet I'll.

F

See you later and what about.

F

F

Yeah, so, okay, so who kicked me out from my home.

C

That wasn't me, I don't I mean the zoom is going to kick you out anyway. Kick everyone out within like 60 seconds, and that was 10 seconds ago.

B

C

Probably people will will start to appear in this room.

F

So anyway, I was somebody joined our room like some someone.

I

F

Was kicked out from his room and he joined our room, then I was kicked out from my room and then I was kicked out from the second room. I don't know.

F

C

Hello again again,.

C

Who has survived.

I

We got to mars, but eli pointed out that we didn't really plan very well to get back.

B

A

It's okay: you can use our spaceport to go to and from sweet.

G

Teamwork, yep.

C

Hey welcome back.

D

C

Get back because we're terraforming mars so we're staying there! Welcome back um we're gonna, take a look at the board and I'm gonna ask maybe one person uh from each group to present what you've created. I'm gonna go through all the groups. So, let's see what's there, um let's get the timer set for.

C

Maybe group number one who chose uh starting a new business in group number one and who can vote for the group. Please present.

G

C

How do you want to.

F

G

C

I can present.

G

For the group go.

B

Ahead should I maybe pause the recording.

F

G

That's not a good idea yeah. So our first objective in starting a business is to write a business plan. uh The key result is to produce a white paper in a times new roman font, size, 12., fake science, a negative one, knowledge proof, not even zero, we're going negative one and a built-in plan to rebrand the coin. Once everything goes to hell.

G

uh Objective number two is to devise a pump and dump scheme. uh Key results are to have tweet storms uh telling everybody when to get in and out, uh we'll have a yield farm set up a fake endorsements from italic and uh getting wrecked eventually, and our last objective is to issue a coin.

G

The key results there are having a dumb name, uh adding additional coins for stable coins and governance. Having a dow and uh getting listed on bit max awesome.

C

Thank you. That's a it's. A good group work here. Somebody should be recording at least taking screenshots. I mean this is this will stay with me.

E

C

Okay group number two who's that.

E

So I could speak for our group. I kind of hijacked this group because I am in the middle of putting together a core unit, and this was the perfect theme, because it's basically like starting a new business right uh and so yeah. We, we started off with these three objectives. First, one was to finish the initial setup, so solidifying roles solidifying, like your plan, moving forward like medium term roadmap, and this was challenging because it was really hard to like make it measurable.

E

So I guess, like solidify the four roles of our initial plan right or release a one public roadmap document right. So I guess, like uh I, didn't really understand whether okrs are cool with like zero one rather than like more uh like performance style metrics. uh But rather just is the task done or not, and then so. The second objective was to expand uh the meeting minutes team to cover all substantial public calls and so yeah. We did produce consistent meeting minutes uh for three calls and then exist.

E

One month with zero, uh missed summaries uh train two new uh quality assurance people and hire two uh contributors of scribes so, like those all contribute to that objective,.

C

And then the third yeah go ahead and.

E

Then the third and final objective, which we didn't have a chance to add, uh add the granular bits but yeah create a comprehensive org chart and stakeholder registries um and this yeah we kind of ran out of time here.

C

Awesome, thank you and yes, the question the answer to your question. uh Okrs. They accept binary metrics document. We don't even have to say it's one document. You can produce a document, that's a unit of something that can be measured if you produced it or not,.

E

C

E

What was really interesting? Actually I just want to quickly mention this- is that um um I forgot who said it, but there was this idea that, like okrs are like the gamification of our jobs, like we literally make every like one big quest into a number of subquests yeah yeah. So I got a pretty good kick out of uh uh today's comment on that, and then also we had an objective that we took out because it was too broad and I, and so I actually had it right. There uh improve organizational infrastructure at maker.

E

Dao like that sounds like a good objective, but the problem is that organizational infrastructure is just too broad a term, and it can mean so many things that yeah, it doesn't make sense as an objective. It makes sense, as uh my team pointed out to me as a vision, so.

C

Yeah awesome, yeah yeah, that's a that's a that's a uh also, a very uh good point, and um so whatever you're thinking of uh when you're thinking the next three months, usually when you set up okrs. This is what you would be doing in the next three months like this is the work that's gonna take three months to complete and you come up with objectives with a vision in mind and that's what you've done and then the key results. um So it's all really good.

C

Okay, future crypto utopia, that was in the theme of moving to a new apartment, so who's that and who can present for the group.

I

Did you get away long.

G

Sorry, nick, I think uh I think I think you wanted to present this right. You mentioned that earlier.

I

I kind of want to see you present it. I thought about it and, like I just would love.

G

Nick number go up. Nick number go up. I.

A

Knew this was next.

G

Yeah! No! No, not attaching myself to this one nick well,.

I

uh You know we are, we all have this future crypto utopia, you know in our minds and it's it's a little bit different for some of us than others, but a long, uh juan and I you know, came together and we're like. Well, you know what do you want in a in this uh place that we're gonna move to? And you know you wanna, you want a great location.

I

um You know uh you wanna, you wanna really enjoy where you're living. uh You would probably like it to be fairly tax friendly right. You know, uh and uh you want it to feel like home right. You know what uh you're you can't be living on some. You know randall island somewhere in the middle of the pacific, like you gotta, it's gotta feel it's gonna feel like home.

I

uh So as part of the the great locate you know great location, you wanna be near a major airport. You know you know you want to probably be within uh two hours of skiing. um You wanna have some fine dining around you, so you wanna have at least uh four uh michelonstar restaurants within one hour of driving. Awesome um you'd also like to have at least one garage. uh So your lambo doesn't get stolen.

I

um No, it's uh you don't want. You want your car to get keyed stolen and the like, um so yeah, so uh tax friendly right. You know we want to probably have an effective tax rate of lower than than 20 percent. That seems about fair right. You know you're, giving back to society, but you're, not getting you know, robbed because you're rich, uh you probably don't want to have any death taxes. uh So you know what you pass on to your children or your next of you know.

I

Whatever uh you know, you probably don't want to be taxed on that again. Just for just for dying, um and uh you know you apparently I didn't write this one, but you want to have five potential tax. You want to visit five potential tax havens before you choose your preferred one, uh and then the last one is uh feels like home right. So you probably want a view like at least at least a seven out of ten um must own at least one gun: okay, uh not within rocket firing distance.

I

um Very important, uh so a place like cyprus is uh not appropriate because you can be fired on from you know. Damascus uh and a couple other places- uh and you probably don't want to have a death penalty for drugs, so you know no, no, singapore, no! No china!

I

None of that, but someone was very adamant that death penalty is okay, just just not for drugs.

C

Awesome and then it feels like home right. So a lot of numbers, a lot of measurable things here and that's really really important for anyone to just start working and completing that and then, when we moving, we know what would we be with.

I

So we we found out that the perfect uh place that applies to all of these is uh zurich, so you should all come live with us in in.

C

Zurich good one, thank you. uh We have, I think, oh wow, we have four more and we already it's already seven pm my time, so uh whoever needs to run feel free. I hope this exercise was useful and if you weren't and if you don't have to go yet, let's finish the um the presentations and then have a q, a and you're free to start your week.

C

Okay, then colonizing mars. Who is group one.

J

Okay, we go for it, so our objectives- the first objective- is to achieve livable conditions for colonists, so the first key result is that we have to produce breathable air and breathable.

J

Iron means that it has to have a proportion of of 21 of oxygen and 78 percent of nitrogen, because in other rates uh the gases are toxic and um we have to generate adequate temperature, something between 10 and 20 degrees celsius could be suitable or we have to generate uh sufficient supply of food and water, at least for for one group for for one month, and also resource extraction figured out uh before the colonists arrived.

J

The second big objective is around like, like political organization, political sovereignty, self-determination, we don't want an extension of the of the nation-state structure in mars. We need something sovereign and uh preferably like uh governed by by a dao like a digital nation, an enclave, a digital enclave, and that is how we want to organize in in mars in like accepted uh social social rules. So no, no, no, we don't want any killings, uh and so a peace treaty with a interplanetary council and uh the third objective is super technology.

J

Well, of course, we need a technology, we need a transport and rockets and and sealed chambers, and we need the renewable infinite, improvementable fuel sources and we know also effective production and waste management recycling and this kind of things.

J

C

Group number two: who is it.

C

In colonizing mars, who else picked it.

A

Okay, oh I'll go, so we want to build a uh objective. We want to build an alternative for in case we blow it up. So it's kind of uh it's a plan b. We need to be ready. We want to build uh an economy for civilization and service, salvation growth and support, so it has to be like a nice place where you'll there will be uh economic opportunity and uh we want mars to be the port of entry and exit to the solar system.

A

So we asked we wanted to have a very important place in the solar system, so the the key results is that we wanted gdp that will achieve 100 billion by we want energy, energy independence and transport systems. So we don't want to have import from our a lot of stuff.

A

We need a sustainable population, so actually we have. We want native martians uh ten percent native martians, at least um so. We need a good transportation system. People don't die twice a week. 100 persons per flight, agricultural self-service students. We can feed the colony and 101 economy over 1 000 people has to be a net exporter, uh no trade imbalance and we'll, while I've achieved the full uh terraforming of mars, so we'll be able to breed oxygen freely and someone just added low taxes, so yeah low taxes as well.

C

Awesome, thank you. So, what's left, um we still have like the small objectives in group. Three so colonizing mars was actually quite popular. I see who's group three.

C

Any one from group number three.

D

Yeah um I came in a little late into this group, but uh yeah we were talking about getting usable resources and terraforming mars and uh developing breathable atmosphere complying with regulations of oxygen and nitrogen, um ensuring there's at least two opposite sex individuals of each species of mammals.

D

I found this gold lynching, fungi that actually will grow on mars and is theorized to be able to help the terraforming process so have that grown everywhere, um and then we thought about the fact that we might need a spaceship um and it has to have a flux capacitor.

D

So we can go at least 88 miles per hour and training people, so they can continue life on mars.

C

Sounds good! Thank you yeah again, lots of percent of things now group four, uh who is group four I'll, take this one: okay,.

H

Yeah, that was a side objective by the way, there's got to be a dire and mkr flag, but uh didn't want to take up too much time with that. uh So we want to build a vehicle that transports lots of people to mars, uh get the first expedition to mars and build a sustainable ecosystem on the planet. Those were kind of our objectives, so for the first one we said hey when you design a bfr with a payload capable of supporting 100 people seems pretty reasonable.

H

We're going to test at least uh five different bfr stages to 100 success, we're gonna source materials under budget and then we're gonna launch the rocket at least three times a row without exploding.

H

um So if we're getting the expedition mars, we want to design and test systems for quality of life uh spending no more than 20 percent of payload on dietary needs, gonna land, the rocket with all the people on mars hire at least 20 uh rocket scientists who would be willing to go. I guess I probably should have started with that one and as well as facilitate at least 20 crew on crew therapy sessions to to prepare for the.

E

H

Then uh finally, we want to send out some drones in advance. uh We're gonna, be mining dogecoin for our staple currency and we're going to be keeping some social norms in place. However, we think a week without murders is pretty reasonable and uh finally creating a sustainable food sources for at least 1500 kilocals per person, so everyone's just kind of hungry awesome.

C

Thank you. I think we have done all the groups, um nothing, no, nobody chose something else, so I guess colonizing minus one awesome! Okay, thank you. um Thank you for this exercise for joining in this exercise, and now I learned also that I probably should have the qa session before the exercise so that we can answer a couple of questions.

C

While I was still recording, uh but now it's the moment to ask questions, and I think we already have the chat's been very long, I'm wondering peyton, I think you had a question uh or was it david.

H

David had a good question earlier.

E

Yes, yeah, so my question was about how do you create a like what is in a common framework across teams that have materially different style, okrs.

C

So can we think about the an exemplary core units that have totally different okay.

E

Sure I have a perfect example, a real example. So, for example, there is a uh content production core unit and they are in a communication style core unit. uh That's focused primarily on like marketing content brand image, uh mainly producing content right. So that's uh their okrs will look a lot like a marketing team's okrs. So you know get x amount of views like it's a lot like uh whatever x amount of views.

E

That's one versus uh an organizational communications core unit, that's not focused on like marketing or reach or like any big number per se in anything that we do. Instead, we're focused on the internal stakeholders and the internal organization uh and like the essential communications that happen.

C

E

How would you yeah.

C

Yeah, so you're entirely welcome to do so. We are not, and the okrs are not trying to enforce uh um similar objectives on teams. It's trying to enforce one framework and the framework is uh the exercise that size that you've just done, which is to formulate the objectives so they're, inspirational and they're. Somehow, following the vision you have for the core unit or your team and then produce key results that are easily measurable. That's all, of course, some teams will have the objectives that go more in the within the lines of marketing objectives.

C

The others would go more into internal stakeholder objectives and that's entirely okay and you're setting those objectives up for yourselves right. uh The only thing is for for us as ses. I think it's important when we're observing the the ecosystem to see whether you're progressing on the way towards the goal that you have set for yourself. That's the only important thing and that they, the key results, are actually measurable enough for us to say or be able to compare. Maybe.

A

C

It's possible not always possible, but maybe, if it's possible, to compare those measures between different teams not to really decide which core unit is performing better because that's hardly comparable. In any case I can think of, but to see whether they are actually progressing and the progress is properly measured towards the goal and objectives. That's it.

E

Thanks, that's a great answer.

B

E

B

Nothing to add something that an okay, it's important, to remember that it's a communication tool uh and communication in a dial is uh more often than not quite chaotic. So this is a bit what we're trying to establish an efficient communication tool. It shows very clearly what what you're working on in a very tangible, tangible way. So that's.

E

Yeah, I I guess my my struggle was like you know when, when the public who's, not in a core unit, is looking at a core unit and says hey, you know, like is the core unit, doing a thousand views for their okr versus produce? One report: you know the thousand views kind of feels, like oh more credit like it, feels like more uh more like something is being done versus like okrs. That kind of seem like just operate regular operations rather than like a performance based goal or like something aspirational.

E

I guess that's, where my mind is like trying to reconcile things.

B

So it will depend a lot on on your objective right. If your objective is more making maker known in the outside world, the impressions might have a might make more sense. But if, if your js is more internal, you cannot possibly get a thousand people from governance to interact with you. So maybe you can go for a percentage, for example,.

E

Exactly it's a totally different function: yeah yeah percentage, that's interesting!.

C

Let's always remember that you are supposed to be, or you are as a core unit or the core unit. Members are supposed to be number one beneficiary of the objectives and key results. So, unlike it was often in the past, at least speaking from my own experience, I would do the objectives for the sake of my first line manager right. I wouldn't.

D

Do that necessarily.

C

Because I feel like they are the right thing to do for me or in any way uh helping me and my my department or my team develop, but because I was told to right- and this is totally different- you're doing them- uh you're setting them up and you're trying to complete them, because you know that's what your core unit needs and if the goal, uh when you think of it, if the objective or the key results they feel like ah they're, just you know like uh boring things that we need for, uh for I don't know governments to to to be able to communicate our progress, but in fact they are not really precise or they're, not real or whatever, then the whole.

C

Then this is not the idea of chaos right. They are detached from all the things that cause you behave like pavlov's dog, just because they are supposed to be. You know the right thing to do for you and the korean.

E

I I guess where I think maker dao might be unique, is that uh in seeking transparency from core units, I think there might be like a pressure for people to share like okrs in core units and actually use them as a transparency tool and as like a reporting invisibility tool into what core units are working on so like. Maybe traditionally it's not used that often, but I think in the context of maker dow, it's way more likely that they will be used for that, and people will be judged by their okrs.

C

And one doing one step further, I couldn't see why uh at some point, because what we do the whole ecosystem is about transparency, so I wouldn't see why we wouldn't actually in a way in a public and transparent manner, visualize objectives and key results from different core units uh in one place, as as a thought experiment, but I think that's exactly what what adds to the value of okrs as part of a framework for the whole ecosystem and not just one organization, because you then have this cross-pollination effect from different core units across you know the ecosystem, so so so definitely.

E

Yeah, thanks for your answer, is really interesting. Food for thought. Thank.

C

You david uh all right, do we have any other questions.

C

F

H

If you have to go, I don't want to make you answer another question, but I I was curious while doing this uh realize I'm pretty bad at coming up with with um krs uh very good at coming up with objectives. So I was wondering like: is there a methodology you can use to like make sure your your key results are actually capturing what you're you're you're looking for yeah.

C

Yeah so so most most people are- and I remember myself a couple of years ago, I sucked at setting up key results because nothing comes to mind. Nothing measurable comes to mind. I mean I can have a vision, but you know we need to crunch the numbers in the end, so the best idea always is not to do them alone, right to actually use the collective brain power of your career unit. Your team people around you come up with.

C

uh You know ideas, uh because only the whole system knows what's the best for the whole system, so uh sitting down and running a brainstorming session on key results will yield key results. There's no other way, uh and just always remember that whatever is produced in those sessions needs to be needs to be measurable.

C

If you have no idea uh what the key results could be, then, basically do not start working do not start your quarter, because then you will be doing vanity work, pretending that you're actually working on something, because you have the objective while in fact you're not and you're just wasting time and money.

C

So it's best to put some effort in the beginning and have some put some time aside to actually uh set up those objectives and set up those key results and before you do that, do not uh go about starting uh to work on things, because that's going to be pretty random.

C

Okay, any other questions, because, if not then my last sharing before I say farewell- is this slide, which is basically further reading. uh We're gonna, of course, make this presentation public so that you can walk in and there are links here.

C

So you can do the further reading if you're interested in deepening your knowledge and okrs uh and of course, if you're thinking about starting a new core unit, maybe you're working on one already or a research project that can contribute to the scalable uh echo system of uh the maker protocol feel free to reach out to us. The ses is actually the place to go where you're thinking about something but you're not entirely sure how to go about all the preliminary stuff we're there to help. So that was my presentation.

C

Thank you for joining uh in case. um I can leave in the presentation. There's going to be email uh and there's my uh maker forum handle, I think in the post, so feel free to reach out and ask more questions about okrs I'll, be really glad to help.

C

Thank you andy, so thank you. Everyone and have a really really good weekend.

C