Metrics vs. roadmaps: Pick your religion

Metrics are going to be subordinate to the calendar. So we're going to have a roadmap. It's going to be a two-year roadmap.

You can't ship something unless it's on the roadmap. So every single thing in the company, with the exception of some infrastructure projects have to be on the roadmap.

OKRs stands for Objectives and Key Results, a goal-setting framework where teams define objectives and measure progress through specific key results.

I largely stay away from OKRs from a product perspective. I want to focus on velocity, which is just output, which is your roadmap, but they're pretty strong at more of the cross-functional side of things.

I have found that approach very useful during planning... 60% of our time on incrementals... 30% I want to allocate towards big new initiatives... 10% I'd like us to allocate towards stability and infrastructure.

I think for most teams, our roadmap for any feature team at Slack is that it's a portfolio and it's meant to be a portfolio that's diversified a couple different ways. One is you want to diversify things that are meant to be new capabilities versus making the thing you've already built a little bit better every day.