<ul><li>Goal cascades are compelling, but they don’t work nearly as well as we think they do.</li><li>Every front-line product team should have an array of stable metrics they care about.</li><li>Teams often say establishing their core metrics is hard if they don’t stay focused on one thing.</li><li>Bets involve unique metrics that are more ephemeral but determine if the thing is working as expected.</li><li>Teams should set goals using a core metric, a bet metric, or some feasible input into #1 or #2.</li><li>There should be a causal model or framework underpinning the goals that mimic the org chart.</li><li>The confusion comes from imagining the teams are at the bottom of the cascade.</li><li>You don’t need big goal cascades in most cases; you only really need two levels of cascading goals.</li><li>Start where it really counts – teams. Yes, leadership should evolve the strategy.</li></ul>

TBM 305: Stop the (Goal) Cascade Madness

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