I'm Ching Goh, co founder and CEO of Piktochart and Piktostory. AMA! 🙋🏻‍♀️

[akash (Akash Sharma)]

Hey @cathching,

Thanks so much for joining us today! Loved all your time-honed perspectives on the ever-challenging matters of building and scaling. Thanks, again, for your time!

[akash (Akash Sharma)]

And, as always, thanks to our wonderful members @wingman4sales, @Akhilesh, @aditi1002, and @arif, for joining the session with some equally thoughtful questions!

[rajaraman (Rajaraman Santhanam)]

@cathching

Hi @rajaraman,

That’s a really good question! I’ll be plain honest that we still have room for improvement on our OKRs.

I can however give you an example of how OKRs embody the experimental approach that gets results. The key is to craft OKRs that are entirely focused on the outcome , not the output.

We recently worked on Piktostory.com, and the main OKRs were:

• Increasing activation rate to xx%
• Acquiring xx,000 users who are in the target group

As compared to an output focused OKRs, such as:

• Build features on the roadmap (payment, email system, admin dashboard, Helpscout, editor foundation, and core repurposing needs) by eoQ1 and launch Piktostory by X date

By giving a business metric that the team can focus on, they have tonnes of incentives to thoughtfully experiment and try to hit the numbers.

Hope that answers!

Thanks for doing this Ai!

That makes total sense! Can see how clear, measurable outcomes inform more hypothesis-driven thinking across the org. And it’s also interesting to hear how you contrast jobs-to-be-done with personas and how there are products where the former clearly dictates the latter.

I think continuously pushing us to make the shift towards outcome driven instead of output drive will be key for the organisation’s success in adopting OKRs.

[Krish (Krish Subramanian)]

Thanks, Ai!
Glad to hear! There’s much to take away from your thinking on hiring and onboarding. Especially loved how you impress upon the collaborative nature of work for new hires from the outset. I’m sure that makes it difficult for silos to take root. Great insight! And your observation on the SMB-enterprise question is helpful as well, it clarifies how land-and-expand models can differ a lot from product to product.