用现代敏捷和OKR来超越“特性工厂”思维，主要介绍了叫OKR (Objectives and Key Results，目标和关键结果)的这种方法。这个应该是资深程序员写的，很是道出了程序员的心声，很有意思，不过对于一个成型的公司和开发团队来说，有的时候改变真的不是那么容易的。
Key Takeaways
Using Agile development with waterfall goals turns teams into "feature factories" with no focus on delivering value.
Teams can Deliver Value Continuously by using Value-based OKRs.
Companies can Experiment & Learn Rapidly by focusing on outcomes and evidence rather than personal opinions.
To enable autonomy and Make People Awesome, the purpose of the teams has to change from "delivering the features" to "achieving the Value-based OKRs."
Companies can Make Safety a Prerequisite by creating a psychologically safe environment and shortening their validation cycles drastically, using the OKR cycle as the ultimate timebox.
首先是现在瀑布开发模式的问题：
When it comes to setting goals, the waterfall command-and-control mindset is still the norm: organizations use an annual, top-down process to create a set of static goals that is in direct conflict with being agile.“Cascading" goals is a standard corporate process. Can you think of a more top-down waterfall analogy than a cascade?
Waterfall goals and metrics turn teams into "feature factories" with no focus on delivering value. As John Cutler describes, many developers are “just sitting in the factory, cranking out features, and sending them down the line.”
Marty Cagan highlights the huge missed opportunity of feature factories: “teams are just there to flesh out the details, code and test, with little understanding of the bigger context, and even less belief that these are in fact the right solutions.” That is, the people closest to work have no influence on making decisions to help their customers or leverage existing solutions.
更好的方式，也就是OKG了：
There is one actionable tool for business agility that, if used correctly, will support the adoption of the four Modern Agile principles. This tool is OKR (Objectives and Key Results), the goal setting framework used by firms like Intel, Google, and Spotify.
The big difference from traditional planning methods? OKRs are set and evaluated frequently - typically quarterly. Furthermore, rather than being cascaded down the organization by the executives, OKR is bidirectional: teams create most of their OKRs in alignment with the company goals and then contract them with the managers in a bubble-up approach.
然后就是详细的介绍OKG如何来支持现代敏捷的4个特性：
Deliver Value Continuously
Experiment & Learn Rapidly
Make People Awesome
Make Safety a Prerequisite
最后是结论：
Just as with any other planning framework, OKR is not perfect and can be misused. We believe that Modern Agile's four principles to they can be a valuable guide your OKR practice and an actionable starting point for your Modern Agile journey.Combining Modern Agile with the proper use of OKR can be a lightweight, joyful way for organizations to help their people achieve awesome results.
原文链接：https://www.infoq.com/articles/transcend-factory-modern-agile
