How to Go From Customer Problems to Outcome OKRsDear Reader, Most teams skip the hardest part of creating OKRs: translating validated customer problems into meaningful metrics. You've done the discovery work. Your interviews revealed that drivers on your ridesharing platform struggle with shift planning—they can't predict which areas will be busy, leading to wasted time and lower earnings. But instead of jumping straight to "build demand forecasting," you need one more step: defining what behavior change would tell you the problem is actually solved. The Translation ProblemI see teams make this leap constantly: Customer problem → Solution idea → Cross fingers and hope. What's missing is asking: What would users do differently if we solved this problem well? An outcome describes a change in human behavior, not a company aspiration. "Increase driver satisfaction" is what the business wants. "Drivers spend less time in low-demand areas" describes how humans would behave differently. A Simple Structure That WorksWhen you've validated a customer problem worth solving, structure your outcome similar to what Josh Seiden and Jeff Gothelf suggest in their book "Who Does What By How Much?" [Specific Audience] + [Behavior Change] + [How You'll Measure It] Compare these examples: Vague: "Improve user engagement by 20%"
Clear: "Part-time drivers in suburban markets reduce unpaid waiting time from 30+ minutes per shift to under 10 minutes."
The Question That Matters MostBefore settling on any Key Result, ask yourself: "What specific metric would actually tell us we've achieved this behavior change?" This prevents you from tracking activity instead of progress. Maybe "time saved" matters more than "feature adoption rates." Maybe "successful task completion" matters more than "button clicks." The goal isn't perfect prediction. It's creating metrics that connect solving real customer problems to observable changes in how people actually behave. Did you enjoy the newsletter? Please forward it. It only takes two clicks. Creating this one took two hours. Thank you for Practicing Product, Tim The Difference the right Facilitator can bring to your Leadership OffsiteAn Offsite can be just another long meeting in a new location—or it can be the turning point where your leadership team gains clarity, alignment, and renewed energy. With Sonja Mewes as your facilitator, you experience structured analyses, authentic dialogue, and decisions everyone stands behind.
I highly recommend working with Sonja. Not only because she's my life partner, but also because I have experienced firsthand how she creates space for individuals and groups to discover their path. As a Product Management Coach, I guide Product Teams to measure the real progress of their evidence-informed decisions. I focus on better practices to connect the dots of Product Strategy, Product OKRs, and Product Discovery. |
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Product Practice #377 How long did it takeme to write my Book? READ ON HERBIG.CO PUBLISHED Sep 26, 2025 READING TIME 7 min & 48 sec Dear Reader, First things first: The Kindle version of Real Progress is now available on Amazon. Get your copy here: 🇩🇪 Amazon Germany, Austria, and Switzerland 🇬🇧 Amazon UK 🇺🇸 Amazon US 🇫🇷 Amazon France 🇳🇱 Amazon Netherlands 🇨🇦 Amazon Canada 🇦🇺 Amazon Australia 🇮🇹 Amazon Italy 🇵🇱 Amazon Poland 🇮🇳 Amazon India 🇧🇷 Amazon Brazil June 2023 During Product at Heart,...
Product Practice #376 Why did I write aBook on Real Progress? READ ON HERBIG.CO PUBLISHED Sep 18, 2025 READING TIME 4 min & 55 sec Dear Reader, I decided to send this newsletter one day earlier than usual this week because of current events. You guessed right: After more than two years of work, I'm proud and excited to share with you that the paperback version of my book, Real Progress: How to Connect the Dots of Product Strategy, OKRs, and Discovery, is now live on Amazon. You can find all...
Product Practice #375 Bringing Discovery to EngineersWho 'Just Want to Build' READ ON HERBIG.CO PUBLISHED Sep 12, 2025 READING TIME 5 min & 47 sec Dear Reader, I've coached product teams where engineering managers push back on discovery work, convinced that buildins is always faster than validating. They might see testing and validating ideas as obstacles between them and shipping cooler and shinier features. And, should you always extend your Discovery to a quarter because "that's how long...