Key Things Discussed
The core mission at STRTGY, an Italian company that works internationally to mobilize teams around nimble, adaptable management structures and systems suited to today’s fluid marketplace.
What’s required to effectively implement OKRs – including leadership buy-in and carefully defined and clearly communicated objectives.
The things that founders have and their employees want – authority, agency and autonomy. 
The power of real numbers and ongoing iterations to measure and optimize OKR roll outs.

And finally… We get the scoop on Antonio’s unique 12-week program for successful OKR adoption – from developing strategy to energizing teams to establishing a culture that embraces robust feedback to optimize procedures over time.
Show Notes
[00:02:32] Antonio explains STRTGY’s core mission, which includes mobilizing teams and making older management structures more nimble and adaptable.
[00:03:37] STRGY’s ultimate goals revolve around three pillars – People, Processes, Products and Profits – designed to give companies a radically different model that is continuous, effective, structured, collaborative – and fun!
[00:04:00] About how Antonio became the OKR expert he is today, including his boutique Italian innovation work untangling corporate structures whose systems were demotivating, ineffective, rigid with strategy profoundly disconnected from execution.
[00:05:59] Antonio developed his unique approach to OKR adoption by combining his expertise as a workshop moderator with constantly evolving tools to improve the process.
[00:06:36] Defining OKRs: Critical decisions about how to optimize resources (including teams) to win strategic challenges by iterating on an ongoing basis.
[00:08:10] Why it’s about more than just the numbers: Far more than end goals, which are fleeting, it’s progress that keeps teams energized, bonded and committed.
[00:10:12] About managing by numbers rather than expectations: Antonio too often sees managers issue ill-defined expectations, which leads to micromanagement and other counterproductive leadership behaviors. The alternative? Managing well-defined, transparent goals with real-time numbers and autonomous, proactive teams.
 [00:12:08] Antonio focuses his clients on outcomes, not the path to getting there.
[00:12:48] About “Make Progress with OKRs,” Antonio’s new book influenced by recent research and analysis around productivity across industry sectors as well as problem-solving, autonomy and communication styles. 
[00:14:30] The basic principles that support productivity, team work and non-judgmental, self-reinforcing reporting systems throughout a product’s life cycle.
[00:16:03] About what it is that founders have that everyone wants: Decision-making authority, autonomy and discernable rewards along the way. Do models that incorporate these elements remove roadblocks and inspire self-determination and accountability?
[00:18:41] Antonio highlights processes and systems that support effective OKRs and shares his take on continuously updated SOPs, flexible structures, emotional alignment around goals and mechanisms for measuring for quality.
[00:22:02] Jenny and Antonio reflect on misconceptions about autonomy versus procedure. Mindshare and structures = freedom up and down the enterprise. 
[00:24:02] About Antonio’s new book and its program for launching a successful OKR cycle in 90 days:
Part I provides an overview of what OKRs are and why they’re important.
Part II is a 12-week program broken into three phases:
1. Working step-by-step to identify and align management around key objectives, culminating in a big, all-in meeting to share the methodology.
2. After securing buy-in, deploy bottom-up and sideways support from teams around key objectives and measures.
3. Deployment! The goals require discipline, good habits and prioritization of three important dynamics:
A sense of progress, forward movement.
Regular check-ins to slow activity, help identify roadblocks and avert constant