outcome-orientationlisted

# Outcome Orientation Focus on results that matter, not just activities completed. Outputs are what you produce. Outcomes are what changes as a result. Impact is the business-level change that outcomes drive. Most teams measure outputs because they're easy to count; measuring outcomes requires defining what "better" looks like before you start. ## When to Use - Defining success criteria for a project, initiative, or feature - Writing OKRs (Objectives and Key Results) - Setting KPIs for a team or product - Clarifying what "done" means in terms of impact, not deliverables - Distinguishing outputs from outcomes in planning documents - Making a vague goal statement measurable and time-bound - Evaluating whether shipped work actually moved the metric ## When NOT to Use - Ranking or scoring features by priority (use prioritization) - Analyzing systemic feedback loops (use systems-thinking) - Product-strategy outcome hypotheses with North Star metrics (use outcome-oriented-thinking in product-thinking) - Individual performance reviews (that's HR, not product outcomes) ## Decision Tree ``` What outcome problem are you solving? │ ├─ "Are we measuring the right thing?" │ ├─ Metric is something we produce? → That's an output; climb to outcome │ ├─ Metric is something that changes for users? → That's an outcome ✅ │ └─ Metric is something that changes for the business? → That's impact ✅ │ ├─ Writing OKRs │ ├─ Objective is vague? → Make it qualitative but inspiring and direction