FY22-Q1 Fulfillment Sub-dept OKRs

@whaber became the DRI for this set of OKRs in late March (transferred from @bmarnane )

Objective (ARR): 100% - We materially improved purchasing and licensing workflows - going from 38% complete on all objectives to 53%.

• Key result: Materially improve purchasing and licensing workflows to improve sales efficiency through fixing 16 of 16 Fulfillment pain points
  • Related to: KR1: (VP, Product Management) Fix 16 of 16 Fulfillment pain points

Objective (Product): 0%

• Key result: FY22-Q1 Fulfillment Sub-Department OKR - Team Velocity

Objective (Team): 88%

• Key result: FY22-Q1 Fulfillment Sub-Department OKR - CultureAmp action >= 75%
• Key result: FY22-Q1 Fulfillment Sub-Department OKR - DIB training >= 100%

The following relevant Product OKR's also apply to our team:

• KR2: (VP, Product Management) Enable cloud license sync for 100% new customers and renewals, and ensure licensing data is available in sales systems
• KR3: (VP, Product Management) Retain a support ticket per subscription ratio for Fulfillment related requests of 4.25% or less

Please also be aware of the overall Development Division Q1 OKR's which are part of the Engineering Division Q1 OKR's

OKR scoring

Good

• We made great progress on the customer and sales facing: OKR materially improved purchasing and licensing workflows
• We made great progress on DIB training
• We made good progress on cultureamp actions

Bad

• The OKR for materially improved purchasing and licensing workflows was (in hindsight) poorly written as it was not clear how to measure progress nor what was considered success.
• We did not much effort into trying to improve the team narrow MR rate
• EMs were generally not working to update the status of OKRs every two weeks per our process

Try

• All future OKRS should be measurable
• EMs should update OKR status every two weeks. We should put it in the weekly EM meeting and/or set up an automated reminder in slack.