Day 3:
Teams

(Dreams)

Reminder of our ground rules

Collaborative

(thanks)

Hi

The waters in which we swim

Content is not easily discoverable
The language we use is not accessible to our whole audience
Fragmented interrelationship of content

But we now have tools

Now for our next trick�

New opportunities

Rethinking teams as desks

Content Director

makes process change recommendations based on performance metrics & analysis
oversees interrelationship of content processes
Running metrics & collecting feedback
Oversees org wide voice & style
metadata for the long-tail
oversees content governance

Web producer/Managing Editor

Project management from day-to-day content production
Keeper of communications calendar
Constant correspondence with desks to make sure their immediate needs are met
Oversees day-to-day performance of website & digital products

Digital products director

Oversees all tech platforms
Lead developer, part of the time
Actively seeking out new projects
Oversees digital products team

Creative/Art Director

Oversees visual brand
Creating & updating graphics
Product manages all graphics production, including external sources
Maintains visual library
Maintains rights for purchased materials

Content director
Digital products director
Web producer/managing editor
Art Director
Social media manager

Objectives &
Key Results

Objectives & Key Results (OKRs) are a way of setting goals and tracking their outcomes. The methodology was created at Intel and is commonly used in many tech companies, startups, and media organizations including Google, Vox Media, and LinkedIn. Objectives are broad qualitative and insiprational goals that have time constraints and can be completely owned by a person or team. Key results are quantifiable outcomes that can be used to measure whether the objective has been met. Each OKR should have one objective and three key results. There are usually OKRs for the year as well as the quarter so projects and teams can constantly measure and track their progress.

Key results should be difficult, but not impossible. Within each time period, it is expected to fail at 20�40% of a team�s key results. They are difficult but achievable to drive us to excel. Missing a key result is not a failure of the plan, the program, or the process. Failure to succeed at all our key results is like shooting for the the stars and only getting to the moon.

Often a company has a broad OKR and then each team and the projects within the teams have their own OKRs which lead to the success of the organization�s.