Ensuring that every employee knows what business fundamentals they are responsible for and how they align with the corporate direction is a critical role for the CEO and the only way to deliver consistent performance. While the cascading goals approach is not unique, using the goals as a management system that helps a CEO look into the future is unique as far as I know.
Indeed, Khorus is the only system that is asking the CEO and employee alike the question - how likely are you to complete your goal/objective. It’s a forward looking question instead of the traditional “what percentage have you completed?”. This simple counter intuitive question can actually change organizational behavior in a radical way, how you manage your work and how you act in the future.
Optimizing is often the strategy of people who have specific goals and feel the need to do everything in their power to achieve them. Simplifying is generally the strategy of people who view the world in terms of systems. The best systems are simple, and for good reason. Complicated systems have more opportunities for failure. Human nature is such that we’re good at following simple systems and not so good at following complicated systems.
No comments. I’ll keep it simple.
A dangerous side effect of the myth is that as product designers we think we are automatically going to be good at creating products for ourselves. Not true. Building a product is hard. It involves way more than design and development skills. For one, the business models are very different and that means a whole new set of business skills.
Products don’t sell themselves. You might be a rockstar designer or developer but that doesn’t translate into business or marketing skills. Even if you’re supremely passionate and you’ve invested all your personal savings and hundreds of late nights to build a beautiful product it still might fail. Most founders expect early traction and growth but it’s just not guaranteed.
Even with all this knowledge we still can’t let go of the myth.
And just as developers in the previous link, designer reflection here. And the ongoing debate here.
So now after years of neglecting anything to do with marketing. I get it. Marketing is hard. So crushingly hard.
Also I was incredibly naive in thinking that the product was so good that the marketing would just snowball itself into action.
Bravo for reflecting! Imagine if only every programmer, nay developer, thought this way.
The total exit valuation of the 50 largest venture-backed tech exits has also swung decidedly toward enterprise tech companies. In 2011, the consumer tech companies among the largest exits saw an aggregate exit valuation of $39.43B compared to $12.32B for enterprise tech. But within the 50 largest VC-backed tech exits in 2013 YTD, enterprise-facing companies have seen a total exit valuation of $19.5B, while exited consumer tech firms took just $3.69B.
i.e. after you are done with your tweets, likes, and filters, pictures, go make some money building stuff that really matters.
Khorus asks the most intuitive question a CEO would ask – How likely are you going to get this done? Likelihood is the single metric that captures the confidence and risk in achieving a goal and Khorus gathers that from every employee across the entire organization.
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Exciting times ahead. Delighted to be part of this team disrupting the business performance management market.