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02
SEP

People are changing and as a byproduct, so is the workforce. Individuals are feeling entitled to more and more in their lives and their jobs as well. Many companies are not able to engage with their employees enough or in the right way to raise job satisfaction to an acceptable level. Those companies that do reach a suitable level of job satisfaction, often have trouble sustaining that morale for any extended period of time. Employees need direction on what to do but now with the freedom to do it how and when they want. A crucial piece that is often

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02
SEP

The Future of Work (Part II)

People are changing and as a byproduct, so is the workforce. Individuals are feeling entitled to more and more in their lives and their jobs as well. Many companies are not able to engage with their employees enough or in the right way to raise job satisfaction to an acceptable level. Those companies that do reach a suitable level of job satisfaction, often have trouble sustaining that morale for any extended period of time. Employees need direction on what to do but now with the freedom to do it how and when they want. A crucial piece that is often

More »

29
AUG

The workforce is changing. As CEO’s and upper management, employees look to you when they struggle with what to do, how to do it and why they are even doing it in the first place. With so many mediums of communication you would think getting clear direction would be easy; though many companies struggle to keep their employees informed about goals and strategies of the organization. Having transparency in your organization will lead to more satisfied employees and more productivity from your workforce. The Future of Work is Just Short of Joy In a time of change, just coming out

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29
AUG

The Future of Work (Part I)

The workforce is changing. As CEO’s and upper management, employees look to you when they struggle with what to do, how to do it and why they are even doing it in the first place. With so many mediums of communication you would think getting clear direction would be easy; though many companies struggle to keep their employees informed about goals and strategies of the organization. Having transparency in your organization will lead to more satisfied employees and more productivity from your workforce. The Future of Work is Just Short of Joy In a time of change, just coming out

More »

10
JUL

Objective and Key Results, aka OKR, is a hot topic at Kapta. We posted three articles back in May, and decided now was a good time to revisit this important strategy. To get the basic overview of OKR, its history and why companies like Google swear by it, take a look at the May posts. For a run down of mistakes to avoid, read on. OKR 101 OKR is a management tool. It sets objectives and defines measurable results needed to achieve the objective. Having concrete, measurable goals brings clarity and increases motivation. Everyone on the team can see their

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10
JUL

OKR Mistakes to Avoid

Objective and Key Results, aka OKR, is a hot topic at Kapta. We posted three articles back in May, and decided now was a good time to revisit this important strategy. To get the basic overview of OKR, its history and why companies like Google swear by it, take a look at the May posts. For a run down of mistakes to avoid, read on. OKR 101 OKR is a management tool. It sets objectives and defines measurable results needed to achieve the objective. Having concrete, measurable goals brings clarity and increases motivation. Everyone on the team can see their

More »

05
JUN

A recent article published in the NYT’s Sunday Review called “Why you hate work” really piqued our interest because it hits a lot of nails directly on the head about why people aren’t engaged at work, what that costs, and possible solutions. A century ago when we experienced the Industrial Revolution, it was commonly thought that these machines we were designing would take over most of the workload from human beings, freeing us up to earn the same amount of money with much more leisure time. Of course, given the reality of Parkinson’s Law, we know that work expands to

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05
JUN

New York Times article review: Why you hate work

A recent article published in the NYT’s Sunday Review called “Why you hate work” really piqued our interest because it hits a lot of nails directly on the head about why people aren’t engaged at work, what that costs, and possible solutions. A century ago when we experienced the Industrial Revolution, it was commonly thought that these machines we were designing would take over most of the workload from human beings, freeing us up to earn the same amount of money with much more leisure time. Of course, given the reality of Parkinson’s Law, we know that work expands to

More »

22
MAY

The OKR vision No company is built without vision. It starts with an idea and that idea becomes a dream, a vision. A first round article notes; “visions aren’t immediately achievable, they’re pie in the sky ideals that may take generations, many partnerships, and many people to achieve”. OKRs, Objectives and Key Results, are an excellent resource to get you there; it is for companies reaching for pies in the sky. By defining objectives you create a ladder to get you the results you need. In the same first round article it goes on to say that, “Missions, however, can

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22
MAY

New Heights with OKRs

The OKR vision No company is built without vision. It starts with an idea and that idea becomes a dream, a vision. A first round article notes; “visions aren’t immediately achievable, they’re pie in the sky ideals that may take generations, many partnerships, and many people to achieve”. OKRs, Objectives and Key Results, are an excellent resource to get you there; it is for companies reaching for pies in the sky. By defining objectives you create a ladder to get you the results you need. In the same first round article it goes on to say that, “Missions, however, can

More »

15
MAY

In our last blog we introduced the topic of OKRs and explained their function in business alignment in planning. Now we’d like to talk about how OKRs came about and which major companies use them today. This article posted by the University of Utah accurately describes the creation and development of OKRs: “The general architecture of what eventually became the Objectives and Key Results system was developed by Andrew Grove, the former President of Intel and author of High Output Management. It was later popularized (early 2000′s) in the tech world by John Doerr, a partner at Kleiner Perkins who encouraged his companies (Google and

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15
MAY

Who Invented OKRs and Who Uses Them Today?

In our last blog we introduced the topic of OKRs and explained their function in business alignment in planning. Now we’d like to talk about how OKRs came about and which major companies use them today. This article posted by the University of Utah accurately describes the creation and development of OKRs: “The general architecture of what eventually became the Objectives and Key Results system was developed by Andrew Grove, the former President of Intel and author of High Output Management. It was later popularized (early 2000′s) in the tech world by John Doerr, a partner at Kleiner Perkins who encouraged his companies (Google and

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