RSVP FOR FREE | How Carpe Data Supercharges Roadmap Planning to Deliver Outcomes | Oct 3 @ 9 AM PT


Why Make the Switch From Feature Roadmapping to Outcome-Driven OKR Roadmaps?

Imagine this… You’re a new product operations manager joining a company that’s reached product-market fit, has a few product managers, and a brand new Chief Product Officer who wants to move away from feature-based roadmapping to outcome-driven roadmaps. You’ve read Marty Cagan’s books, “Inspired” and “Empowered” and are now trying to figure out how to make the switch from product management to portfolio management. Your goal is to empower your product organization to become truly outcome-focused. Sound familiar?

At Dragonboat, we’ve first handedly led the scaling of multiple startups into unicorns and have been working with many teams to support their journey from feature-focused roadmapping to outcome-driven OKR roadmapping, an important aspect of responsive product portfolio management

In this post, we’ll share a summarized version of a recent conversation between Dragonboat CEO, Becky Flint, and a new product operations manager and product manager (both work in a new scaling company like the one mentioned above). Read on for Becky’s practical advice on getting started with outcome-driven roadmaps.

How Do Outcome-Driven Roadmaps Differ from Feature Roadmaps? 

Typically, product managers have a product backlog of ways they think a product could improve based on customer feedback, market insights, and so on. This practice is okay. At some point, Product Managers were taught that you should always have a well-groomed, prioritized backlog. Sounds good, but that’s the opposite of an outcome-focused approach. The reason is that when you groom the list of features you want to build, you’ve already decided on some sort of priority. However, as the business, customer, and market evolve, the way you define priority should also evolve, right? 

Feature roadmapping adopts a predefined prioritization method, not responsive to the goals and needs of the company or market. Outcome-based OKR roadmapping adjusts priority and focus based on the business and market needs. 

For example, let’s say you’re a company whose first product is doing really well and people are adopting it in droves. Great! In this case, you’re going to naturally gather a lot of feedback from your customers. You start to collect this feedback and create a roadmap based on it, according to how many people mentioned certain challenges and issues, etc. This all seems great, right? At first, yes, but I’d argue this is not the best way to define your roadmap. 

A roadmap based primarily on customer requests is an example of a feature roadmap because it often leads to focusing on the superficial level of customer needs and wants and you create features to solve them on an incremental level.

Whereas, outcome-driven roadmaps differ because they originate from a higher level of needs (goals). To explain, first, let’s take a step back. For example, an executive will look at the product focus in a different time horizon than a director or product manager. 

So from the perspective of the company, you might say, “Okay, if we’re starting fresh this year, what’s the area we’re going to focus on?” The board, investors, and the finance team will come in and propose a business goal such as, “We need to grow 100% YoY.” The next question is then, “How do we achieve that growth?” The outcome-driven roadmap will be the product team’s answer to that question, throughout the year or quarter.

At the highest level, outcome-driven roadmaps derive from a strategy that’s in alignment with the overarching goals of the company. 

Product-led organizations are abandoning feature-based roadmaps because they can result in teams delivering a faster horse. Instead, they want to achieve market-leading innovation via outcome-focused roadmaps that follow the responsive product portfolio management framework. 

It’s not to say that customer insight isn’t important. It’s critical to create products that solve customer needs, but be careful when collecting feedback. There can be a self-selection bias in the feedback because only some of the customers like to give feedback. We learned to let customers show us what they are doing instead of what some are telling, by analyzing user behavior in a variety of qualitative and quantitative ways.

What Are the Steps to Build an Outcome-Driven Roadmap?

In an outcome-focused company, the executive team will conduct periodic strategic product planning sessions, resulting in company-wide OKRs. In these sessions, the leaders  may ask, “If we’re going to grow revenue 80% YoY, what are the key buckets we need to fill?”

Then, the team sets key results to help reach that objective. For example:

  1. Grow new customer revenue by X% 
  2. Expand existing customer revenue by Y% 
  3. Launch a new service 

In a strategic planning session, you take the business goals (objectives) and turn them into strategic goals (key results), which provide more detail on how you plan to achieve them. This level of alignment must begin at the executive level.  

During your own strategic planning, look at all your goals and conduct a SWOT analysis wherein you identify your company’s strengths and weaknesses, as well as the market; what opportunities and threats exist today. 

Based on that analysis, seeing where the company currently stands and where it wants to be in one year, let’s say, in terms of growing revenue, the next step would be to generate a list of BIG initiatives or “big rocks” to potentially undertake. 

Remaining at the executive level, it’s time to then narrow it down to no more than five to six “big rocks.” Even giant companies like eBay limit themselves to no more than six because the whole organization is going to be moved by them. 

These five or six “big rocks” are the strategic goals aka outcomes that your organization must produce. 

Ultimately, being outcome-focused implies starting with top-level strategic goals which become a set of actions that translate to strategic goals for the level below.

Read more about the rock, pebble, and sand product management approach.

Should Features in Our Product Backlog Link Back to a Specific Outcome?

Features can come from your known backlog, when they tie to known pain points to solve.

So you can take a problem area, for example, feature adoption, and your goal could be to increase the adoption rate by 30%.

And you say, “Okay, where are the problems related to feature adoption?” Then you prioritize your backlog items into that. Today, teams that use feature roadmaps very rarely state the desired outcome of a new feature explicitly, yet this is important to communicate with stakeholders. 

Essentially, you have to ask, “Which are the things we want to solve first? What is the worst pain point or the most valuable improvement we could make?” and then prioritize your backlog items towards the answers to those questions. 

Your prioritization method or framework needs to be highly related to the goals that matter for that specific roadmap.

If your main pain point is feature adoption speed, then you know not to focus on customer referrals at this point because users need to adopt the feature quickly and be happy with it before they refer it to others. 

Therefore, looking towards the next quarter, if your aim is to drive feature adoption, you can look at all the things that the team could do, including the things that have already come up. Move those items up on the roadmap, ship them, then measure their impact on feature adoption. 

If those changes moved the needle enough and drove those metrics, then the team can focus on driving referrals next. While you don’t have to do just one or the other, it’s important to be primarily focused on one. 

That way, from a product operations perspective, you have a dashboard and you can work across multiple teams because all outcome-driven roadmaps depend on cross-team collaboration.

How Often Should We Communicate Our OKR-Roadmaps to Stakeholders?

In an outcome-focused product team, the communication, or rather, engagement, with stakeholders should be bi-directional and frequent. There are different types of engagement. For example at semi-annual strategic alignment, the engagement and communication are around goals and strategies at the executive level. 

And then on a quarterly or bi-monthly basis, sort of the mid-range for alignment, the communication and engagement is around reviewing their annual or semi-annual goals, and then adjusting the quarterly focus. 

And then there are also bi-weekly or weekly product operations reviews or roadmap updates, which are mostly around the product team itself. They look at their metrics, KPIs, goals, progress against the roadmap, etc. 

The product team may also have a bi-weekly read-out interaction with other cross-functional teams like sales and customer success. This does not need to be a meeting. It can be just a refresher of the point in time state of the product portfolio. A tool like Dragonboat can help with stakeholder engagement by creating a central source of truth for data to be accessible and referred to in real-time.

If the function exists, product operations designs and orchestrates the product rhythm, from annual/ semi-annual strategic planning to quarterly alignment, and bi-weekly or weekly ops reviews and stakeholder engagement. 

How Can Outcome-Driven OKR Roadmaps Make Our Product Managers’ Lives Easier?

Outcome-driven roadmaps make it easy for non-product managers to understand why one feature is prioritized higher than another. 

When communicating with stakeholders, product managers may use scores like RICE (reach, impact, confidence and effort) or other scoring systems. But these terms and numbers in the scores are hard to understand.

When speaking about the roadmap in terms of business objectives, it becomes more tangible, everyone can understand the same language. Product managers will say, “We’re going to aim towards greater feature adoption because that will help us to grow faster,” rather than something like, “Feature A will have a 25% larger button.”

There are often multiple teams involved to drive a desired business outcome. With an outcome-focused OKR roadmapping practice, not only do you build an outcome-focused product organization, you build a collaborative organization. 

How Often Do You Suggest Refocusing Across Team Roadmaps?

Outcome-focused OKR roadmapping by definition needs to be adjusted periodically. How often depends on how often you can measure the impact of your new product releases. 

Speaking generally, there are three types of outcome velocity:

Fast to result, for example, a growth roadmap is often filled with quick experiments like A/B tests. This type of roadmap obviously changes very fast, because as soon as you release something to production, you can measure the outcome. You can then use that information to inform the next decision.

Slow to measure, for example, platform work, refactors, etc. It takes a long time to build and may or may not be immediately measurable in a meaningful way.

And then the third type of roadmap is somewhere in the middle. You might ship something in a month or two, but it doesn’t immediately hit customers. This happens especially if you’re in B2B where you need to get users to adopt it and then get relevant metrics. So, in this case, it will take longer.

The frequency with which you refocus your roadmap depends on how quickly you can measure the change in the outcome metrics. 

That’s why, for most B2B companies, quarterly roadmap alignment becomes more common because they release something maybe once or twice a month, and then it takes a couple of months to really see the impact.

Do You Have Any Tips on Making the Change to Being Outcome-Focused Stick? 

There are three things that teams need in order to pull off the transition to being outcome-focused. 

  1. Find someone to act as a change agent – in many cases, that could be the Chief Product Officer. They were most likely brought on to scale and take the product org to the next level. This is often when the Product Ops role is introduced to help product teams scale effectively. 
  2. Plan an agile rollout – make outcome-focused roadmapping part of a responsive product portfolio practice. Product is a product. Have a vision, roll out gradually, and update as needed. A common path is to start with mapping initiative to OKRs, then expand to cross-portfolio dependency mapping, then portfolio allocations, and then closing the loop with outcomes fed back to planning. 
  3. Use the right tool to complement the process – rather than starting with homegrown spreadsheets, find a tool that has the process and framework baked in.

Adopt the right outcome-focused OKR roadmapping / ppm tool along with your process change because the tool will facilitate and reinforce the change and provide visibility on improvements needed. 

For example, imagine you want to transition your team from waterfall to agile by using sticky notes or spreadsheets. It would be very hard. But if you say, “Hey, here is agile and scrum 101, and here’s Jira. Let’s use it as we transition to agile development.” Then, you’ve already made some progress in the right direction just by starting to use Jira with its structure built for agile development.

Are you making the switch from feature roadmaps to outcome-driven roadmaps? What other advice would you give? Let us know, tweet us at @dragonboat_io!

The Role of Product Operations – Enabling an Outcome Focused Product Organization

As product-centric companies scale, misalignment, lack of visibility, dependency management, and communication overhead challenges rise exponentially. 

This is precisely why in 2011, PayPal onboarded someone in the role of product operations for its Global Product and Experience organization. This newly invented role aimed to enable an effective product organization as it scaled. It has since invigorated and transformed the 400+ member product organization. 

“(The role of product operations) drove cultural transformation for the ~400 person global Product organization to become a more disciplined, data driven team.”

Angela Song, VP Product Operations, PayPal

What’s the Mission of Product Operations? 

The role of product operations (or product ops) or its mission is to enable an effective, outcome focused product organization, and broadly speaking, a product led company, to achieve the best portfolio outcomes.

What Does an Effective Product Organization Look Like? 

  1. Clarity on strategy across all levels 
  2. Responsive execution that delivers commitments 
  3. Ability to scale without the business-damaging chaos
  4. Adoption of data informed decision making
  5. Balance of long term vision and short term outcomes to win in the current and future market

Why Should Product Ops Not Only Care About Product Outcomes, But Portfolio Outcomes?

As a company scales, there will be more product teams whose product managers will focus primarily on the goals and outcomes of their own areas. However, they often have to juggle between several goals, some from other teams. Product ops is the one who will shepherd team collaboration and planning so that these multiple product teams can work together effectively for the overall success of the company. 

The best portfolio outcome is larger than the sum of individual team outcomes. 

What Does Product Operations Do? 

Product ops runs the strategic operations of a product organization and its responsibilities all tie directly to enabling an effective, outcome-focused product organization. You may think of Product Operations as the COO of a product org.

The responsibilities can be categorized in the following eight areas:

1. Evolve Product and Portfolio Processes and Tooling

The entire product organization runs on a product portfolio process, both for the product teams and for all stakeholders interacting with them. Setting the right foundation and adapting it responsively to changes is one of the most impactful areas of product operations. 

This includes portfolio level planning and tracking, as well as product management and agile development process and tooling optimization, integration and best practices. 

Therefore part of the role of product operations is to evaluate, own, and manage portfolio tooling to enable a single source of truth which can then be accessible to the entire company as appropriate. They’re the guardian of product portfolio management best practices for the entire product organization. 

2. Lead Strategic and Portfolio Planning

Strategic Planning 

Strategic operations start with aligning strategies at the executive level, along with relevant headcount, budget and allocation. This often is carried out as strategic planning. To facilitate this, product ops lead strategic offsites, quarterly planning, and OKR alignment with both product executives and product teams.

Portfolio Planning

In addition, product ops is proficient at applying product portfolio management best practices so that product leaders and teams can navigate and balance:

  1. Multiple goals
  2. Competing stakeholder and customer requests
  3. Prioritization best practices 
  4. Short term OKRs and the long term product vision

One of the most important keys to product ops’ success in portfolio planning is managing dependencies since they stall 90% of product teams at some point. Product ops plays a key role in portfolio planning and collaboration to help identify, plan and track cross-team prioritization and dependencies. This often takes place during quarterly planning and sets up the portfolio for success.  

90% of product teams have been stalled by dependencies.

3. Portfolio Visibility and Stakeholder Engagement

One of the most common challenges that product leaders face is effective stakeholder engagement. The role of product operations is pivotal in defining effective interaction and communication cadences through all levels of the organization, including with executive leadership, within product organizations, and with cross-functional teams e.g. sales, marketing, etc. 

Product ops can strengthen visibility by implementing a PPM solution that serves as the single source of truth (for both planning and tracking), resulting in greater trust and transparency across the organization. 

Read more about how to choose between a roadmap and PPM tool.

4. Customer and User Engagement

For individual product managers, it is often time consuming to collect user insights, correlate different data points, or try to recruit various customers/ target users for interviews and feedback sessions. Product operations helps to form processes around users and customer engagement, allowing product teams to be customer centric.

Product ops also helps define and evolve the engagement model and communication cadences between product and other teams that are customer facing such as support, sales, marketing, etc. 

If a product org doesn’t have a user research team, product ops often takes on the task of helping product teams to recruit, manage user interviews or manage vendors for user research. 

5. Product Analytics, Experimentation and Launch Planning


In organizations where data may be scattered across various platforms or there is a need to work with dedicated data teams for reporting, product operations may help to standardize data definition. This way, they help ensure apple-to-apple consistency for values across systems. Product operations may aid in building and improving the data, access and definition processes for product teams. 


Product ops may own the experimentation calendar to coordinate various product experiments and A/B tests. They can manage the planning holistically to ensure the quality of data and prevent conflicts. 

Launch Planning

Product operations often acts as product’s liaison with the go-to-market team to define the timing and scope of various GTM plans and activities reflecting product delivery scope and schedule. 

6. Financial / Headcount Planning and Tracking

In partnership with product leaders, finance teams, and vendors, many product ops teams are tasked with owning the product org’s budget, headcount, and financial planning and tracking. 

Not only that but product ops executives often play a key role in advising product leaders on organizational design, career roadmapping, mentorship, training and other “people related” topics.  

7. Product Tools and Vendor Management

As product-led companies grow and new product teams are added into the mix, it’s important that they build with the same toolset. When different teams all have their own tools for various tasks, it becomes increasingly complex to manage dependencies across the product portfolio. By standardizing the use of and processes related to tools team-wide, product teams can align easily. This, in turn, enables the successful execution of larger, cross-team initiatives that drastically move the needle. 

Product operations coordinates tool evaluation for the product organization, collaborating with different users in the product teams, from understanding their needs to rolling out the solution. Common team tools include product portfolio management, design, user research, survey, analytics, collaboration tools, etc. Product operations reduces the burden of vendor evaluation, management, and pricing across the organization. 

8. Operational Excellence

People Management

Product operations partners with product leadership and HR to create and maintain the product organization’s interview process, onboarding process, and product management training and coaching. 


To increase consistency and efficiency, product operations partners with product leadership and product managers to create templates for product requirements, training, feedback collection, etc. 

Where Does Product Operations Sit in a Product Organization? 

Depending on the size of a product org, this role may be carried out as a shared responsibility by a product leader, a dedicated person or even a dedicated team. 

Most often, the product ops team reports to the head of product. If there are several product operations team members, each might report to a different VP of Product who oversees a number of product managers. 

In some larger organizations with hundreds of product managers, a VP of Product Ops may report to the CPO and own more comprehensive responsibilities such as: 

  • Strategic and portfolio planning
  • Product analytics
  • Experimentation
  • Product GTM enablement

And in other cases, product operations reports to the CPTO (Chief Product and Technology Officer). In this reporting structure, they may also be more involved in the SDLC process and the respective tooling, including agile practices. 

What Are the Top Wins of a Newly Created Product Operations Team?

Having read this far, you’ve seen by now just how broad the scope of product operations can be. With so much to do, it’s natural to wonder what a newly formed product ops team should focus on. The role is not yet mature and may look different from company to company, according to each one’s unique context. 

However, for any growing, outcome focused product organization, product operations’ early efforts and quick wins should always correspond to its most pressing product challenges first:  

Ensure Alignment on Goals (OKRs), Strategies, and Prioritization 

  1. Implement a quarterly planning and portfolio roadmapping process 
  2. Connect OKRs with product initiatives
  3. Facilitate healthy discussions about cross team allocation and tradeoffs 
  4. Create and manage ongoing bi/weekly rhythm to review OKR and roadmap progress across product teams

Ensure Product Delivery to Commitment 

  1. Create a source of truth planning and tracking system that introduces trust and transparency across the organization
  2. Establish a quarterly planning/ bi-weekly check in rhythm 

Ensure Effective Stakeholder Engagement  

  1. Incorporate feedback and requests in the product planning and communication process
  2. Build a scalable stakeholder engagement process with both meetings (real time) and tooling (async) interaction

Process is a product. Product Ops is the chief enabler of product teams where she leads and evolves the best practices of a product organization with her product management skills and operational chops

Click to Tweet


The Roadmap to Success for Product Ops

As you continue the journey of building product ops, here is a roadmap to success which is centered around the three core pillars of the function: enabling teams, vertical alignment, and cross-functional collaboration.  

Product Ops Roadmap to Success

Are you a product operations professional or thinking about becoming one? Share your tips and join the conversation in our product ops community.

OKR Product Management: Aligning Product OKRs to Outcome-Focused Roadmaps

Product management goes beyond addressing customer needs. It is about balancing customer requests, product initiatives, and your company’s strategic vision. If your organization uses OKRs as a goal-setting framework, aligning product OKRs and initiatives is key to determining which features to prioritize. In this blog, we will show you how to use product OKRs to create outcome-focused roadmaps and build customer-loved products that drive business success.

What is an OKR?

OKR stands for “Objectives and Key Results” – a framework for companies to set and track measurable goals. Objectives outline what you want to achieve, while Key Results help you measure progress.

Here are some key terms in the OKR product management framework:

  • Goals: The high-level mission or vision of an organization.
    • Example: Become the top digital banking service in the country.
  • Objectives: Specific, measurable steps to achieve your goals.
    • Example: Increase the number of users on our mobile banking app by 15% within the next year by adding new features and expanding marketing efforts.
  • Initiatives: Specific projects that help you achieve your objectives.
    • Example: Create and launch an in-app international money transfer feature.
  • Key Results: Measurable outcomes showing progress towards objectives. These should be specific, quantifiable, and time-bound.
    • Example: Reach a 15% increase in monthly active users of the app within six months of launching the new international transfer feature.

Companies use OKRs at the organizational, team, and individual levels. So, product OKRs are simply your product team’s OKRs (objectives and key results). Setting OKRs for product managers helps to align efforts toward achieving product-related objectives, such as increasing product adoption, that support the company’s strategic goals. 

Product management OKRs are essential in driving product innovation and enabling data-driven prioritization decisions because they highlight the impact of each initiative on business outcomes. Then, once you establish product OKRs, you can maintain them throughout product roadmap planning, resource allocation, and progress tracking. 

How Do Companies Use OKRs?

Companies apply OKRs to establish clear goals with measurable results and align teams around shared objectives. OKRs are used throughout an organization to promote transparency, accountability, and a focus on achieving impactful outcomes.

An Example of Multi-Level OKRs

To illustrate, let’s look at an example of how companies can use the OKR process to translate high-level business goals into specific team OKRs.

  • Management Objective: Grow our business. Key Result: Increase annual revenue by 20%
  • Marketing Objective: Optimize customer acquisition. Key Result: Reduce Customer Acquisition Costs (CAC) by 20% in Q3

This marketing OKR aims to optimize customer acquisition by reducing Customer Acquisition Costs. By lowering CAC, the marketing team can effectively acquire more customers with the same budget, ultimately contributing to the management OKR of growing the business. As a result, the company can allocate saved resources to other growth opportunities, further supporting the overall business expansion.

  • Product Objective: Improve the quality of our products. Key Result: Resolve customer-reported bugs within two weeks

This product OKR example aims to increase product quality. By quickly addressing and fixing these issues, the company can enhance customer satisfaction and the user experience. As a result, this can lead to increased customer retention, positive word-of-mouth, and potential new customers, all of which contribute to the management OKR of growing the business.

  • Customer Success Objective: Enhance enterprise customer satisfaction. Key Result: Increase satisfaction rate from 4.2 to 4.8 

This customer success OKR aims to enhance enterprise customer satisfaction. By improving customer satisfaction, the company can foster stronger relationships with its enterprise clients, leading to increased loyalty, higher retention rates, and potential upselling opportunities. These factors directly contribute to the management OKR of growing the business. 

Each team OKR is specific, measurable, and aligned with the overall strategic objective to increase annual revenue. So, the beauty of the OKR approach is that it allows you to measure progress at every level to ensure results.

  1. Define your product OKRs
  2. Prioritize product initiatives within OKRs
  3. Estimate the investment, then allocate resources
  4. Track progress in a product OKR dashboard
  5. Report results to stakeholders

So, let’s bring it back to product. An OKR Product Management approach improves outcomes by reducing the number of irrelevant roadmap features, streamlining release processes, and enabling better product-market fit. 

Product teams use various tools for product management ranging from humble spreadsheets to complex software solutions. But when adopting an OKR product management approach, we recommend using a purpose-built tool like Dragonboat to connect product OKRs to outcome-focused product roadmaps seamlessly. Below we will show you how step-by-step:

1. Define Product OKRs

To create focus and alignment with your product OKRs, consider these three tips:

  1. Set quantifiable key results to measure progress while being mindful of prior OKRs for continuity.
  2. Confirm that your product OKRs align with strategic company goals
  3. Allocate appropriate resources to ensure achievable outcomes.

Using Dragonboat makes setting and managing objectives easy. You can add new OKRs, including product team OKRs, from any portfolio page and manage them from the goal-setting page or outcome module. The screenshot below shows you how this looks. 

When defining OKRs, you can also allocate resources by percentage or absolute number, enabling you to track and monitor progress to keep teams and product roadmaps aligned. Once you define your product OKRs, they become the baseline for your entire product strategy.

Shreenshot of setting product OKRs using Dragonboat.

When using a tool, you should be able to easily manage your objectives. In Dragonboat, you can Add, Edit, Merge, Archive, or Delete Objectives on the Feature Board page. From there, you can add subgoals to your OKRs to clearly map out your goal setting.

You can also add allocation, either by percentage or by an absolute number, for each OKR. So your target can later be matched with your plan to keep your teams and roadmap aligned. 

You now have your OKRs clearly defined in your tool. Take your time with this step, as it will serve as the baseline for the rest of your product strategy.


2. Prioritize Product Initiatives Within OKRs

An outcome-driven organization prioritizes initiatives for the relevant OKRs based on how much they contribute to each objective vs. the effort required to deliver the benefit. The metric to measure this is called MoAR, or Metric Over Available Resources.  

When using a product management tool such as Dragonboat, you can add features or initiatives and map them to OKRs, as shown below. 

Screenshot of mapping OKRs to initiatives in Dragonboat.

If you also use MoAR to evaluate and prioritize your features quantitatively, you can add your benefit score to the Feature List page, as illustrated.


3. Estimate the Investment, Then Allocate Resources

Although estimating the investment required to reach each objective and prioritizing initiatives is important, you must also allocate resources across all OKRs. So, Dragonboat provides a high-level view of resource needs and current allocations (shown below). Reviewing your allocations from this perspective allows you to re-balance to maximize the impact of your product efforts and achieve target outcomes. 

Screenshot of a report in Dragonboat showing resource allocations across objectives.


4. Track Progress in a Product OKR Dashboard

To stay on track, monitoring the progress of your OKRs (outcomes) and product roadmaps (initiatives) is crucial. Dragonboat simplifies progress tracking by allowing you to easily view and update the status and health of your objectives and initiatives without any additional configurations.

Screenshot of a product OKR dashboard in Dragonboat.

The snapshot page above provides a convenient way for product teams and executives to view outcome and roadmap progress side-by-side, with all metrics displayed in a single pane. 

For additional insight, integrations with tools like Jira, Github, or Asana provide real-time trend data, making progress tracking and roll-up reporting seamless.


5. Report Results to Stakeholders

You have spent a lot of time defining how your product OKRs can benefit your company, managing initiatives, and guiding your team’s work. Your progress is integral to your company’s success, important toward driving organizational alignment, and helps you focus on achieving outcomes rather than just delivering outputs. 

A good tool will make sharing results with key stakeholders, executives, and team members easy. Below is a simple example of a report using Dragonboat.

Screenshot of a stakeholder report in Dragonboat.

Key Takeaways

Outcome-focused organizations often use the OKR framework to guide decisions and expect their product teams to do the same. When this is the case, aligning product OKRS to your product roadmaps can help you prioritize initiatives that will most impact business outcomes. That will enable you to make data-driven decisions and create transparency and accountability at all levels.

A purpose-built tool like Dragonboat can help you do this by guiding you through defining OKRs, prioritizing initiatives, allocating resources, and tracking and reporting results. Schedule a demo today or sign up for a free trial to see it yourself.


This site uses cookies. Some of these cookies are essential, while others help us to improve your experience by providing insights into how the site is being used. For more information, please check our Privacy Policy. You can disable or remove cookies in your browser settings at any time. By clicking "Accept" or continuing to use this site, you consent to our use of cookies across the site.