{"id":220777,"date":"2026-09-15T10:17:48","date_gmt":"2026-09-15T08:17:48","guid":{"rendered":"https:\/\/caroli.org\/en\/?p=220777"},"modified":"2026-09-14T12:39:22","modified_gmt":"2026-09-14T10:39:22","slug":"from-demand-driven-to-objective-led","status":"publish","type":"post","link":"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/","title":{"rendered":"From Demand-Driven to Objective-Led: A Shift in How Organizations Decide"},"content":{"rendered":"<p class=\"PDq2pG_selectionAnchorContainer\" data-start=\"548\" data-end=\"635\">Not long ago, I was working with an organization that was strongly demand-driven.<\/p><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_88 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Sum\u00e1rio<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#What_does_it_mean_to_be_demand-driven\" >What does it mean to be demand-driven?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Being_good_at_delivery_is_not_the_same_as_being_good_at_achieving_objectives\" >Being good at delivery is not the same as being good at achieving objectives<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#When_the_work_comes_before_the_outcome\" >When the work comes before the outcome<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Shoot_first_paint_the_target_later\" >Shoot first, paint the target later<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Order_matters_objective_before_backlog\" >Order matters: objective before backlog<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Where_does_OKR_fit\" >Where does OKR fit?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#From_demand_to_initiative\" >From demand to initiative<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Delivering_is_not_the_same_as_achieving_an_outcome\" >Delivering is not the same as achieving an outcome<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Demand_does_not_disappear_It_gains_a_decision_filter\" >Demand does not disappear. It gains a decision filter<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Where_does_the_Product_Operating_Model_fit\" >Where does the Product Operating Model fit?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Objectives_do_not_eliminate_management\" >Objectives do not eliminate management<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#Demand_is_what_comes_in_Direction_is_what_we_choose\" >Demand is what comes in. Direction is what we choose.<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/caroli.org\/en\/from-demand-driven-to-objective-led\/#A_simple_change_in_the_starting_question\" >A simple change in the starting question<\/a><\/li><\/ul><\/nav><\/div>\n\n<p data-start=\"637\" data-end=\"802\">The company is in the middle of a transition. It wants to operate with more of a product mindset, with greater emphasis on objectives, outcomes, and empowered teams.<\/p>\n<p data-start=\"804\" data-end=\"865\">During one of our conversations, a tension became very clear.<\/p>\n<p data-start=\"867\" data-end=\"984\">On one side, the organization still operates largely through demands, projects, priorities, and delivery commitments.<\/p>\n<p data-start=\"986\" data-end=\"1267\">On the other, a different logic is beginning to emerge, one that is closely connected to today\u2019s discussions around the <a href=\"https:\/\/www.svpg.com\/the-product-operating-model-an-introduction\/\" target=\"_blank\" rel=\"noopener\"><strong data-start=\"1106\" data-end=\"1133\">Product Operating Model<\/strong><\/a>: start with objectives, give teams more strategic context, and use outcomes to guide decisions about where to invest time and energy.<\/p>\n<p data-start=\"1269\" data-end=\"1322\">That tension led to the central idea of this article:<\/p>\n<p data-start=\"1324\" data-end=\"1352\"><strong data-start=\"1324\" data-end=\"1352\">objective versus demand.<\/strong><\/p>\n<p data-start=\"1354\" data-end=\"1389\">Not as a battle between two models.<\/p>\n<p data-start=\"1391\" data-end=\"1442\">But as a shift in the logic behind decision-making.<\/p>\n<p data-start=\"1391\" data-end=\"1442\"><\/p>\n<h2 data-section-id=\"1880alf\" data-start=\"1444\" data-end=\"1485\"><span class=\"ez-toc-section\" id=\"What_does_it_mean_to_be_demand-driven\"><\/span>What does it mean to be demand-driven?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"1487\" data-end=\"1542\">The demand-driven model is familiar to almost everyone.<\/p>\n<p data-start=\"1544\" data-end=\"1696\">Someone asks for something. The request is captured, enters a queue or work list, is analyzed, prioritized, planned, executed, and eventually delivered.<\/p>\n<p data-start=\"1698\" data-end=\"1742\">There is nothing inherently wrong with this.<\/p>\n<p data-start=\"1744\" data-end=\"1880\">This logic exists in project management, operations, technology, healthcare, financial services, and virtually every large organization.<\/p>\n<p data-start=\"1882\" data-end=\"2062\">Customers make requests. Internal functions make requests. Regulation creates requirements. Technical issues create work. Day-to-day operations generate an endless stream of needs.<\/p>\n<p data-start=\"2064\" data-end=\"2100\">So demand itself is not the problem.<\/p>\n<p data-start=\"2102\" data-end=\"2147\"><strong data-start=\"2102\" data-end=\"2147\">Demand is part of organizational reality.<\/strong><\/p>\n<p data-start=\"2149\" data-end=\"2224\">The problem begins when demand becomes the primary unit of decision-making.<\/p>\n<p data-start=\"2226\" data-end=\"2244\">The logic becomes:<\/p>\n<p data-start=\"2246\" data-end=\"2296\"><strong data-start=\"2246\" data-end=\"2296\">\u201cThis request came in. We need to execute it.\u201d<\/strong><\/p>\n<p data-start=\"2298\" data-end=\"2343\">And an important question often gets skipped:<\/p>\n<p data-start=\"2345\" data-end=\"2399\"><strong data-start=\"2345\" data-end=\"2399\">\u201cWhat objective does this demand help us achieve?\u201d<\/strong><\/p>\n<p data-start=\"2401\" data-end=\"2482\">A demand-driven organization tends to organize work around what needs to be done.<\/p>\n<p data-start=\"2484\" data-end=\"2595\">An objective-led organization starts with what it needs to achieve. From there, it decides what is worth doing.<\/p>\n<h2 data-section-id=\"m7k6ln\" data-start=\"2597\" data-end=\"2676\"><span class=\"ez-toc-section\" id=\"Being_good_at_delivery_is_not_the_same_as_being_good_at_achieving_objectives\"><\/span>Being good at delivery is not the same as being good at achieving objectives<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"2678\" data-end=\"2757\">In a demand-driven organization, many conversations begin with the work itself.<\/p>\n<p data-start=\"2759\" data-end=\"2853\">What needs to be done? By when? Who owns it? How much will it cost? What are the dependencies?<\/p>\n<p data-start=\"2855\" data-end=\"2930\">In an objective-led organization, the conversation starts one step earlier.<\/p>\n<p data-start=\"2932\" data-end=\"2966\"><strong data-start=\"2932\" data-end=\"2966\">What are we trying to achieve?<\/strong><\/p>\n<p data-start=\"2968\" data-end=\"3020\"><strong data-start=\"2968\" data-end=\"3020\">How will we know whether we are making progress?<\/strong><\/p>\n<p data-start=\"3022\" data-end=\"3036\">And only then:<\/p>\n<p data-start=\"3038\" data-end=\"3075\"><strong data-start=\"3038\" data-end=\"3075\">What is worth doing to get there?<\/strong><\/p>\n<p data-start=\"3077\" data-end=\"3156\">This shift may sound subtle, but it changes the starting point of the decision.<\/p>\n<p data-start=\"3158\" data-end=\"3208\">Completing the work that was planned is one thing.<\/p>\n<p data-start=\"3210\" data-end=\"3267\">Achieving the outcome that justified the work is another.<\/p>\n<h2 data-section-id=\"1x0cor8\" data-start=\"3269\" data-end=\"3310\"><span class=\"ez-toc-section\" id=\"When_the_work_comes_before_the_outcome\"><\/span>When the work comes before the outcome<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"3312\" data-end=\"3333\">Imagine someone says:<\/p>\n<p data-start=\"3335\" data-end=\"3380\"><strong data-start=\"3335\" data-end=\"3380\">\u201cWe need to build a new customer portal.\u201d<\/strong><\/p>\n<p data-start=\"3382\" data-end=\"3527\">In a demand-driven model, the conversation will usually move quickly toward scope, features, budget, ownership, dependencies, and delivery dates.<\/p>\n<p data-start=\"3529\" data-end=\"3588\">There is nothing wrong with discussing any of those things.<\/p>\n<p data-start=\"3590\" data-end=\"3627\">But notice what has already happened.<\/p>\n<p data-start=\"3629\" data-end=\"3693\">The work has been defined before the outcome has been clarified.<\/p>\n<p data-start=\"3695\" data-end=\"3731\">Now imagine starting somewhere else:<\/p>\n<p data-start=\"3733\" data-end=\"3825\"><strong data-start=\"3733\" data-end=\"3825\">\u201cWe want to reduce by 30% the effort customers need to make to resolve simple requests.\u201d<\/strong><\/p>\n<p data-start=\"3827\" data-end=\"3852\">The conversation changes.<\/p>\n<p data-start=\"3854\" data-end=\"3885\">Maybe a new portal makes sense.<\/p>\n<p data-start=\"3887\" data-end=\"3939\">Maybe improving the existing portal would be better.<\/p>\n<p data-start=\"3941\" data-end=\"3981\">Maybe automation would have more impact.<\/p>\n<p data-start=\"3983\" data-end=\"4030\">Maybe the internal process is the real problem.<\/p>\n<p data-start=\"4032\" data-end=\"4092\">Maybe we can eliminate the need for that request altogether.<\/p>\n<p data-start=\"4094\" data-end=\"4131\">An objective creates room for choice.<\/p>\n<p data-start=\"4133\" data-end=\"4213\">A demand often arrives with a preferred course of action already embedded in it.<\/p>\n<p data-start=\"4215\" data-end=\"4312\"><strong data-start=\"4215\" data-end=\"4312\">In a demand-driven model, we often decide what to do first and discuss the outcome afterward.<\/strong><\/p>\n<p data-start=\"4314\" data-end=\"4366\">In an objective-led model, the sequence is reversed.<\/p>\n<p data-start=\"4368\" data-end=\"4416\">First, we clarify what we are trying to achieve.<\/p>\n<p data-start=\"4418\" data-end=\"4466\">Then we decide what is worth doing to get there.<\/p>\n<h2 data-section-id=\"14jzeag\" data-start=\"4468\" data-end=\"4506\"><span class=\"ez-toc-section\" id=\"Shoot_first_paint_the_target_later\"><\/span>Shoot first, paint the target later<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"4508\" data-end=\"4593\">There is an image I use in my <a href=\"https:\/\/caroli.org\/en\/livro\/team-okr\/\" target=\"_blank\" rel=\"noopener\">book <em data-start=\"4543\" data-end=\"4563\">Team OKR in Action<\/em><\/a> to describe a common mistake.<\/p>\n<div id=\"attachment_220778\" style=\"width: 310px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-220778\" class=\"size-medium wp-image-220778\" src=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/09\/tiro-ao-alvo-alvo-ao-tiro-300x241.png\" alt=\"An arrow hits a wooden wall, with a target painted around the impact point afterward, illustrating the idea of \u201cshoot first, paint the target later.\" width=\"300\" height=\"241\" \/><p id=\"caption-attachment-220778\" class=\"wp-caption-text\">shoot first, paint the target later.<\/p><\/div>\n<p data-start=\"4653\" data-end=\"4787\">Imagine someone shooting an arrow at a wooden wall. Once they see where the arrow landed, they walk over and paint a target around it.<\/p>\n<p data-start=\"4789\" data-end=\"4814\">It looks like a bullseye.<\/p>\n<p data-start=\"4816\" data-end=\"4851\">But the target came after the shot.<\/p>\n<p data-start=\"4853\" data-end=\"4905\">I call this <strong data-start=\"4865\" data-end=\"4904\">shoot first, paint the target later<\/strong>.<\/p>\n<p data-start=\"4907\" data-end=\"4969\">Something similar happens in many demand-driven organizations.<\/p>\n<p data-start=\"4971\" data-end=\"5006\">First, we decide what will be done.<\/p>\n<p data-start=\"5008\" data-end=\"5024\">Then we plan it.<\/p>\n<p data-start=\"5026\" data-end=\"5045\">Then we execute it.<\/p>\n<p data-start=\"5047\" data-end=\"5170\">And only afterward do we try to connect the work to an objective or explain what outcome the delivery was meant to produce.<\/p>\n<p data-start=\"5172\" data-end=\"5233\"><strong data-start=\"5172\" data-end=\"5233\">First comes the shot. Then we paint the target around it.<\/strong><\/p>\n<p data-start=\"5235\" data-end=\"5345\">This creates the appearance of alignment, even though the desired outcome did not actually guide the decision.<\/p>\n<p data-start=\"5347\" data-end=\"5438\">In an objective-led model, the desired outcome is made explicit first. The work comes next.<\/p>\n<h2 data-section-id=\"1kj6k9s\" data-start=\"5440\" data-end=\"5482\"><span class=\"ez-toc-section\" id=\"Order_matters_objective_before_backlog\"><\/span>Order matters: objective before backlog<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"5484\" data-end=\"5591\">Another common mistake is starting with what is already on the work list, the <em data-start=\"5562\" data-end=\"5574\">to-do list<\/em>, or the backlog.<\/p>\n<p data-start=\"5593\" data-end=\"5817\"><strong data-start=\"5593\" data-end=\"5817\">Backlog is a term widely used in technology and product management to describe the list of work waiting to be addressed: requests, tasks, improvements, problems, technical work, and other items a team may need to tackle.<\/strong><\/p>\n<p data-start=\"5819\" data-end=\"5876\">In many organizations, teams already have a long backlog.<\/p>\n<p data-start=\"5878\" data-end=\"5919\">Then someone looks at that list and asks:<\/p>\n<p data-start=\"5921\" data-end=\"5970\"><strong data-start=\"5921\" data-end=\"5970\">\u201cWhat is the objective behind all this work?\u201d<\/strong><\/p>\n<p data-start=\"5972\" data-end=\"6043\">The problem is that, at this point, the work has already been selected.<\/p>\n<p data-start=\"6045\" data-end=\"6104\">The objective arrives afterward, almost as a justification.<\/p>\n<p data-start=\"6106\" data-end=\"6323\">And quite often there is no single objective that truly connects all those items. The backlog looks more like a patchwork of requests from different stakeholders, competing priorities, and different levels of urgency.<\/p>\n<p data-start=\"6325\" data-end=\"6402\">In <em data-start=\"6328\" data-end=\"6348\">T<a href=\"https:\/\/caroli.org\/en\/livro\/team-okr\/\" target=\"_blank\" rel=\"noopener\">eam OKR in Action<\/a><\/em>, I use a simple image to illustrate this distinction.<\/p>\n<div id=\"attachment_220633\" style=\"width: 310px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-220633\" class=\"size-medium wp-image-220633\" src=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2026\/07\/TeamOKR_EN_p53-300x141.png\" alt=\"Diagram comparing two sequences: starting with the backlog and defining the OKR afterward, versus starting with the OKR and then shaping the backlog around it.\" width=\"300\" height=\"141\" \/><p id=\"caption-attachment-220633\" class=\"wp-caption-text\">Backlog before OKR versus OKR before backlog.<\/p><\/div>\n<p data-start=\"6456\" data-end=\"6484\">The idea is straightforward.<\/p>\n<p data-start=\"6486\" data-end=\"6566\">Do not start with a list of work and then try to find an objective that fits it.<\/p>\n<p data-start=\"6568\" data-end=\"6593\">Start with the objective.<\/p>\n<p data-start=\"6595\" data-end=\"6604\">Then ask:<\/p>\n<p data-start=\"6606\" data-end=\"6673\"><strong data-start=\"6606\" data-end=\"6673\">\u201cGiven this objective, what should actually be in our backlog?\u201d<\/strong><\/p>\n<p data-start=\"6675\" data-end=\"6712\">That changes the role of the backlog.<\/p>\n<p data-start=\"6714\" data-end=\"6849\">It stops being simply a repository of incoming work and becomes an execution mechanism that reflects the direction the team has chosen.<\/p>\n<h2 data-section-id=\"1hku4n\" data-start=\"6851\" data-end=\"6873\"><span class=\"ez-toc-section\" id=\"Where_does_OKR_fit\"><\/span>Where does OKR fit?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"6875\" data-end=\"6956\">If we want to start with the objective, it helps to make that objective explicit.<\/p>\n<p data-start=\"6958\" data-end=\"6986\">This is where OKRs can help.<\/p>\n<p data-start=\"6988\" data-end=\"7034\">OKR stands for <strong data-start=\"7003\" data-end=\"7033\">Objectives and Key Results<\/strong>.<\/p>\n<p data-start=\"7036\" data-end=\"7130\">For this discussion, however, the framework itself is less important than the logic behind it.<\/p>\n<p data-start=\"7132\" data-end=\"7158\">The <strong data-start=\"7136\" data-end=\"7149\">Objective<\/strong> answers:<\/p>\n<p data-start=\"7160\" data-end=\"7196\"><strong data-start=\"7160\" data-end=\"7196\">\u201cWhat are we trying to achieve?\u201d<\/strong><\/p>\n<p data-start=\"7198\" data-end=\"7230\">The <strong data-start=\"7202\" data-end=\"7217\">Key Results<\/strong> help answer:<\/p>\n<p data-start=\"7232\" data-end=\"7286\"><strong data-start=\"7232\" data-end=\"7286\">\u201cHow will we know whether we are making progress?\u201d<\/strong><\/p>\n<p data-start=\"7288\" data-end=\"7321\">The objective provides direction.<\/p>\n<p data-start=\"7323\" data-end=\"7368\">The Key Results provide evidence of progress.<\/p>\n<p data-start=\"7370\" data-end=\"7412\">First, we clarify what we want to achieve.<\/p>\n<p data-start=\"7414\" data-end=\"7492\">Then we clarify how we will know whether we are moving in the right direction.<\/p>\n<p data-start=\"7494\" data-end=\"7543\">Only then does it make sense to discuss the work.<\/p>\n<h2 data-section-id=\"1903nkj\" data-start=\"7545\" data-end=\"7573\"><span class=\"ez-toc-section\" id=\"From_demand_to_initiative\"><\/span>From demand to initiative<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"7575\" data-end=\"7630\">Not every demand should move directly into the backlog.<\/p>\n<p data-start=\"7632\" data-end=\"7748\">A demand is something that reaches the team: a request, a need, a requirement, an idea, an issue, or an opportunity.<\/p>\n<p data-start=\"7750\" data-end=\"7770\">It may be important.<\/p>\n<p data-start=\"7772\" data-end=\"7789\">It may be urgent.<\/p>\n<p data-start=\"7791\" data-end=\"7821\">It may even be non-negotiable.<\/p>\n<p data-start=\"7823\" data-end=\"7889\">But before turning it automatically into work, it is worth asking:<\/p>\n<blockquote>\n<p data-start=\"7891\" data-end=\"7945\"><strong data-start=\"7891\" data-end=\"7945\">\u201cWhat objective does this demand help us achieve?\u201d<\/strong><\/p>\n<\/blockquote>\n<p data-start=\"7947\" data-end=\"7992\">That question changes the role of the demand.<\/p>\n<p data-start=\"7994\" data-end=\"8097\">It stops being treated automatically as an instruction to execute and becomes an input into a decision.<\/p>\n<p data-start=\"8099\" data-end=\"8182\">Once the connection to an objective is clear, the demand may lead to an initiative.<\/p>\n<p data-start=\"8184\" data-end=\"8199\">In other words:<\/p>\n<blockquote>\n<p data-start=\"8201\" data-end=\"8221\"><strong data-start=\"8201\" data-end=\"8221\">demand is input.<\/strong><\/p>\n<p data-start=\"8223\" data-end=\"8250\"><strong data-start=\"8223\" data-end=\"8250\">initiative is a choice.<\/strong><\/p>\n<\/blockquote>\n<p data-start=\"8252\" data-end=\"8360\">An initiative is something the team chooses to pursue because it believes it can contribute to an objective.<\/p>\n<p data-start=\"8362\" data-end=\"8408\">This is where I like to use a simple template:<\/p>\n<blockquote>\n<p data-start=\"8410\" data-end=\"8551\"><strong data-start=\"8410\" data-end=\"8551\">We believe that [INITIATIVE] <\/strong><\/p>\n<p data-start=\"8410\" data-end=\"8551\"><strong data-start=\"8410\" data-end=\"8551\">will help us achieve [OBJECTIVE]. <\/strong><\/p>\n<p data-start=\"8410\" data-end=\"8551\"><strong data-start=\"8410\" data-end=\"8551\">We will know we are making progress when we see movement in [KEY RESULTS].<\/strong><\/p>\n<\/blockquote>\n<p data-start=\"8553\" data-end=\"8580\">The first two words matter:<\/p>\n<p data-start=\"8582\" data-end=\"8597\"><strong data-start=\"8582\" data-end=\"8597\">We believe.<\/strong><\/p>\n<p data-start=\"8599\" data-end=\"8640\">Because an initiative is not a certainty.<\/p>\n<p data-start=\"8642\" data-end=\"8654\">It is a bet.<\/p>\n<p data-start=\"8656\" data-end=\"8719\">It is a hypothesis about how the team can influence an outcome.<\/p>\n<p data-start=\"8721\" data-end=\"8834\">Based on what we know today, we believe that investing in this initiative will help move us toward the objective.<\/p>\n<p data-start=\"8836\" data-end=\"8898\">That is very different from receiving a demand and concluding:<\/p>\n<p data-start=\"8900\" data-end=\"8925\"><strong data-start=\"8900\" data-end=\"8925\">\u201cWe have to do this.\u201d<\/strong><\/p>\n<p data-start=\"8927\" data-end=\"8974\">The template forces a more useful conversation:<\/p>\n<p data-start=\"8976\" data-end=\"9016\">What objective does this demand support?<\/p>\n<p data-start=\"9018\" data-end=\"9082\">What initiative makes the most sense in light of that objective?<\/p>\n<p data-start=\"9084\" data-end=\"9123\">What outcome do we expect to influence?<\/p>\n<p data-start=\"9125\" data-end=\"9181\">What evidence would tell us that we are making progress?<\/p>\n<p data-start=\"9183\" data-end=\"9257\">The answer will not always be to do exactly what was originally requested.<\/p>\n<p data-start=\"9259\" data-end=\"9355\">And that is one of the most important shifts from a demand-driven model to an objective-led one.<\/p>\n<h2 data-section-id=\"l8tgkr\" data-start=\"9357\" data-end=\"9410\"><span class=\"ez-toc-section\" id=\"Delivering_is_not_the_same_as_achieving_an_outcome\"><\/span>Delivering is not the same as achieving an outcome<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"9412\" data-end=\"9460\">In a demand-driven model, the question is often:<\/p>\n<p data-start=\"9462\" data-end=\"9483\"><strong data-start=\"9462\" data-end=\"9483\">\u201cDid we deliver?\u201d<\/strong><\/p>\n<p data-start=\"9485\" data-end=\"9511\">In an objective-led model:<\/p>\n<p data-start=\"9513\" data-end=\"9546\"><strong data-start=\"9513\" data-end=\"9546\">\u201cDid we achieve the outcome?\u201d<\/strong><\/p>\n<p data-start=\"9548\" data-end=\"9634\">The portal was delivered. But can customers now resolve their issues with less effort?<\/p>\n<p data-start=\"9636\" data-end=\"9692\">The new feature was launched. But did retention improve?<\/p>\n<p data-start=\"9694\" data-end=\"9757\">The new process was implemented. But did service time decrease?<\/p>\n<p data-start=\"9759\" data-end=\"9821\">We modernized the system. But did the user experience improve?<\/p>\n<p data-start=\"9823\" data-end=\"9912\">The project was completed. But did the expected business or customer outcome materialize?<\/p>\n<p data-start=\"9914\" data-end=\"9931\">Delivery matters.<\/p>\n<p data-start=\"9933\" data-end=\"9967\">Without delivery, nothing changes.<\/p>\n<p data-start=\"9969\" data-end=\"10014\">But delivery alone does not guarantee impact.<\/p>\n<blockquote>\n<p data-start=\"10016\" data-end=\"10086\"><strong data-start=\"10016\" data-end=\"10086\">Delivery is a means. The outcome is what justifies the investment.<\/strong><\/p>\n<\/blockquote>\n<h2 data-section-id=\"hfyslv\" data-start=\"10088\" data-end=\"10144\"><span class=\"ez-toc-section\" id=\"Demand_does_not_disappear_It_gains_a_decision_filter\"><\/span>Demand does not disappear. It gains a decision filter<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"10146\" data-end=\"10199\">An objective-led organization still receives demands.<\/p>\n<p data-start=\"10201\" data-end=\"10282\">The difference is that every demand does not automatically become committed work.<\/p>\n<p data-start=\"10284\" data-end=\"10309\">A few questions can help:<\/p>\n<ul data-start=\"10311\" data-end=\"10517\">\n<li data-section-id=\"g6kg1\" data-start=\"10311\" data-end=\"10357\">What objective does this demand support?<\/li>\n<li data-section-id=\"1sntzoi\" data-start=\"10358\" data-end=\"10406\">What outcome do we expect it to influence?<\/li>\n<li data-section-id=\"8bzfbt\" data-start=\"10407\" data-end=\"10461\">How will we know whether we are making progress?<\/li>\n<li data-section-id=\"1szv1r4\" data-start=\"10462\" data-end=\"10517\">Is there another way to achieve the same outcome?<\/li>\n<\/ul>\n<p data-start=\"10519\" data-end=\"10566\">This is not about adding bureaucracy to intake.<\/p>\n<p data-start=\"10568\" data-end=\"10645\">It is about improving the quality of the decision before committing capacity.<\/p>\n<p data-start=\"10647\" data-end=\"10778\">Some demands will still move almost directly into the backlog, especially regulatory, operational, mandatory, or risk-related work.<\/p>\n<p data-start=\"10780\" data-end=\"10862\">Others will need to be discussed, grouped, reframed, challenged, or even declined.<\/p>\n<p data-start=\"10864\" data-end=\"10908\">The objective becomes a <strong data-start=\"10888\" data-end=\"10907\">decision filter<\/strong>.<\/p>\n<p data-start=\"10910\" data-end=\"11016\">It helps determine what deserves attention now, what can wait, and what may not deserve investment at all.<\/p>\n<h2 data-section-id=\"13dofrl\" data-start=\"11018\" data-end=\"11064\"><span class=\"ez-toc-section\" id=\"Where_does_the_Product_Operating_Model_fit\"><\/span>Where does the Product Operating Model fit?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"11066\" data-end=\"11156\">Much of today\u2019s discussion around the <a href=\"https:\/\/www.svpg.com\/the-product-operating-model-an-introduction\/\" target=\"_blank\" rel=\"noopener\"><strong data-start=\"11104\" data-end=\"11131\">Product Operating Model<\/strong><\/a> is rooted in this shift.<\/p>\n<p data-start=\"11158\" data-end=\"11214\">It is not simply about replacing projects with products.<\/p>\n<p data-start=\"11216\" data-end=\"11266\">It is not about replacing demands with objectives.<\/p>\n<p data-start=\"11268\" data-end=\"11309\">It is not about renaming teams as squads.<\/p>\n<p data-start=\"11311\" data-end=\"11348\">It is not about eliminating planning.<\/p>\n<p data-start=\"11350\" data-end=\"11402\">And it is certainly not about abandoning management.<\/p>\n<p data-start=\"11404\" data-end=\"11478\">It is about changing how decisions are made and where decision rights sit.<\/p>\n<p data-start=\"11480\" data-end=\"11545\">Demand still exists, but it is no longer the only starting point.<\/p>\n<p data-start=\"11547\" data-end=\"11586\">Objectives provide strategic direction.<\/p>\n<p data-start=\"11588\" data-end=\"11646\">Context helps teams understand why that direction matters.<\/p>\n<p data-start=\"11648\" data-end=\"11715\">And teams are given more autonomy to decide how best to contribute.<\/p>\n<p data-start=\"11717\" data-end=\"11821\">This comes with an equally important shift: <strong data-start=\"11761\" data-end=\"11821\">more autonomy and more accountability for product teams.<\/strong><\/p>\n<p data-start=\"11823\" data-end=\"11995\">Instead of simply receiving requests to execute, product teams gain access to the strategic context, the objectives, and the outcomes the organization is trying to achieve.<\/p>\n<p data-start=\"11997\" data-end=\"12113\">Within a clear area of responsibility, they gain more room to decide where to focus and which initiatives to pursue.<\/p>\n<p data-start=\"12115\" data-end=\"12193\">For simplicity, imagine a box containing everything a team is responsible for.<\/p>\n<p data-start=\"12195\" data-end=\"12228\">That \u201cbox\u201d is the team&#8217;s product.<\/p>\n<p data-start=\"12230\" data-end=\"12420\">Defining that box well, particularly in large organizations with multiple business units, shared platforms, complex structures, and different team topologies, is a topic for another article.<\/p>\n<p data-start=\"12422\" data-end=\"12448\">The point here is simpler.<\/p>\n<p data-start=\"12450\" data-end=\"12603\">Within its area of responsibility, the team needs enough context and decision-making authority to determine how it can best contribute to the objectives.<\/p>\n<p data-start=\"12605\" data-end=\"12660\">Autonomy does not mean freedom to do whatever you want.<\/p>\n<p data-start=\"12662\" data-end=\"12759\">It means having the authority to choose among different paths within a clear strategic direction.<\/p>\n<p data-start=\"12761\" data-end=\"12866\">And accountability means owning not only delivery, but also the outcomes the team is trying to influence.<\/p>\n<h2 data-section-id=\"zilj72\" data-start=\"12868\" data-end=\"12909\"><span class=\"ez-toc-section\" id=\"Objectives_do_not_eliminate_management\"><\/span>Objectives do not eliminate management<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"12911\" data-end=\"13043\">When people hear about empowered teams and objective-led organizations, they sometimes imagine leadership setting a goal and saying:<\/p>\n<p data-start=\"13045\" data-end=\"13088\"><strong data-start=\"13045\" data-end=\"13088\">\u201cHere is the objective. Figure it out.\u201d<\/strong><\/p>\n<p data-start=\"13090\" data-end=\"13111\">That is not the idea.<\/p>\n<p data-start=\"13113\" data-end=\"13152\">Objectives do not eliminate management.<\/p>\n<p data-start=\"13154\" data-end=\"13231\">They change what management focuses on and how leadership engages with teams.<\/p>\n<p data-start=\"13233\" data-end=\"13361\">Instead of looking only at activities completed, milestones reached, or projects delivered, the conversation expands to include:<\/p>\n<ul data-start=\"13363\" data-end=\"13555\">\n<li data-section-id=\"x2gxrg\" data-start=\"13363\" data-end=\"13395\">what we are trying to achieve;<\/li>\n<li data-section-id=\"13xpp3d\" data-start=\"13396\" data-end=\"13438\">what evidence of progress we are seeing;<\/li>\n<li data-section-id=\"16m5urt\" data-start=\"13439\" data-end=\"13462\">what we are learning;<\/li>\n<li data-section-id=\"awrum9\" data-start=\"13463\" data-end=\"13507\">whether our current bets still make sense;<\/li>\n<li data-section-id=\"10051fp\" data-start=\"13508\" data-end=\"13555\">and whether the outcomes are actually moving.<\/li>\n<\/ul>\n<p data-start=\"13557\" data-end=\"13582\">Management still matters.<\/p>\n<p data-start=\"13584\" data-end=\"13738\">But the conversation becomes less about controlling execution and more about the quality of decisions, progress toward objectives, learning, and outcomes.<\/p>\n<p data-start=\"13740\" data-end=\"13783\">Autonomy without clarity creates confusion.<\/p>\n<p data-start=\"13785\" data-end=\"13854\">Accountability without decision-making authority creates frustration.<\/p>\n<p data-start=\"13856\" data-end=\"13871\">The balance is: <strong data-start=\"13873\" data-end=\"13946\">clear direction, autonomy to decide, and accountability for outcomes.<\/strong><\/p>\n<h2 data-section-id=\"z9hl08\" data-start=\"13948\" data-end=\"14004\"><span class=\"ez-toc-section\" id=\"Demand_is_what_comes_in_Direction_is_what_we_choose\"><\/span>Demand is what comes in. Direction is what we choose.<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"14006\" data-end=\"14068\">Perhaps this is the simplest way to summarize the distinction.<\/p>\n<blockquote>\n<p data-start=\"14070\" data-end=\"14098\"><strong data-start=\"14070\" data-end=\"14098\">Demand is what comes in.<\/strong><\/p>\n<p data-start=\"14100\" data-end=\"14148\"><strong data-start=\"14100\" data-end=\"14148\">An objective gives us a direction we choose.<\/strong><\/p>\n<\/blockquote>\n<p data-start=\"14150\" data-end=\"14189\">Every organization must deal with both.<\/p>\n<p data-start=\"14191\" data-end=\"14284\">New requests, needs, problems, obligations, risks, and opportunities will continue to appear.<\/p>\n<p data-start=\"14286\" data-end=\"14322\">The goal is not to eliminate demand.<\/p>\n<p data-start=\"14324\" data-end=\"14396\">The goal is to avoid allowing each new demand to redefine the direction.<\/p>\n<p data-start=\"14398\" data-end=\"14457\">When the objective is clear, incoming demand gains context.<\/p>\n<p data-start=\"14459\" data-end=\"14496\">And better questions become possible:<\/p>\n<ul>\n<li data-start=\"14498\" data-end=\"14526\">What deserves attention now?<\/li>\n<li data-start=\"14528\" data-end=\"14555\">What should be prioritized?<\/li>\n<li data-start=\"14557\" data-end=\"14571\">What can wait?<\/li>\n<li data-start=\"14573\" data-end=\"14600\">What no longer makes sense?<\/li>\n<\/ul>\n<p data-start=\"14602\" data-end=\"14623\">And most importantly:<\/p>\n<ul>\n<li data-start=\"14625\" data-end=\"14694\"><strong data-start=\"14625\" data-end=\"14694\">what will move us closer to the outcome we are trying to achieve?<\/strong><\/li>\n<\/ul>\n<h2 data-section-id=\"lalsrg\" data-start=\"14696\" data-end=\"14739\"><span class=\"ez-toc-section\" id=\"A_simple_change_in_the_starting_question\"><\/span>A simple change in the starting question<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p data-start=\"14741\" data-end=\"14886\">Perhaps the transition from a demand-driven organization to a more product-oriented one begins with a simple change in the first question we ask.<\/p>\n<p data-start=\"14888\" data-end=\"14913\">Instead of starting with:<\/p>\n<p data-start=\"14915\" data-end=\"14943\"><strong data-start=\"14915\" data-end=\"14943\">\u201cWhat do we need to do?\u201d<\/strong><\/p>\n<p data-start=\"14945\" data-end=\"14956\">Start with:<\/p>\n<p data-start=\"14958\" data-end=\"14994\"><strong data-start=\"14958\" data-end=\"14994\">\u201cWhat are we trying to achieve?\u201d<\/strong><\/p>\n<p data-start=\"14996\" data-end=\"15001\">Then:<\/p>\n<p data-start=\"15003\" data-end=\"15057\"><strong data-start=\"15003\" data-end=\"15057\">\u201cHow will we know whether we are making progress?\u201d<\/strong><\/p>\n<p data-start=\"15059\" data-end=\"15073\">And only then:<\/p>\n<p data-start=\"15075\" data-end=\"15114\"><strong data-start=\"15075\" data-end=\"15114\">\u201cWhat is worth doing to get there?\u201d<\/strong><\/p>\n<p data-start=\"15116\" data-end=\"15166\">This is not about stopping demands from coming in.<\/p>\n<p data-start=\"15168\" data-end=\"15247\">It is about preventing those demands from determining the direction by default.<\/p>\n<blockquote>\n<p data-start=\"15249\" data-end=\"15282\"><strong data-start=\"15249\" data-end=\"15282\">Objectives provide direction.<\/strong><\/p>\n<p data-start=\"15284\" data-end=\"15336\"><strong data-start=\"15284\" data-end=\"15336\">Initiatives are bets about how to make progress.<\/strong><\/p>\n<p data-start=\"15338\" data-end=\"15412\"><strong data-start=\"15338\" data-end=\"15412\">The backlog organizes the work required to put those bets into action.<\/strong><\/p>\n<\/blockquote>\n<p data-start=\"15414\" data-end=\"15435\">The sequence matters.<\/p>\n<p data-start=\"15437\" data-end=\"15529\">Because when we start with demand, we risk shooting first and painting the target afterward.<\/p>\n<p data-start=\"15531\" data-end=\"15606\">When we start with the objective, the target is visible from the beginning.<\/p>\n<p data-start=\"15608\" data-end=\"15686\">We can choose where to aim, learn from what happens, and adjust the next shot.<\/p>\n<hr data-start=\"15688\" data-end=\"15691\" \/>\n<p data-start=\"15693\" data-end=\"15777\">If you enjoyed this article and want to go deeper, there are a few ways to continue.<\/p>\n<p data-start=\"15779\" data-end=\"15992\">\ud83d\udcd8 If you enjoy reading, explore my books <a href=\"https:\/\/caroli.org\/en\/livro\/lean-inception-how-to-align-people-and-build-the-right-product\/\"><em data-start=\"15822\" data-end=\"15842\"><strong data-start=\"15823\" data-end=\"15841\">L<\/strong><\/em><em data-start=\"15822\" data-end=\"15842\"><strong data-start=\"15823\" data-end=\"15841\">ean Inception<\/strong><\/em><\/a> and <a href=\"https:\/\/caroli.org\/en\/livro\/team-okr\/\"><em data-start=\"15940\" data-end=\"15954\"><strong data-start=\"15941\" data-end=\"15953\">Team OKR<\/strong><\/em><\/a>.<\/p>\n<p data-start=\"16270\" data-end=\"16581\">\ud83d\udcbc And if you want to bring this discussion into your team or organization, explore the <a class=\"decorated-link\" href=\"https:\/\/caroli.org\/en\/services\/\" target=\"_new\" rel=\"noopener\" data-start=\"16358\" data-end=\"16402\"><strong data-start=\"16359\" data-end=\"16371\">services<\/strong><\/a> I offer. Or reach out to me on <a class=\"decorated-link\" href=\"https:\/\/www.linkedin.com\/in\/paulocaroli\/\" target=\"_new\" rel=\"noopener\" data-start=\"16434\" data-end=\"16490\"><strong data-start=\"16435\" data-end=\"16447\">LinkedIn<\/strong><\/a> or through <a class=\"decorated-link\" href=\"https:\/\/caroli.org\/contato\/\" target=\"_new\" rel=\"noopener\" data-start=\"16502\" data-end=\"16547\"><strong data-start=\"16503\" data-end=\"16517\">Caroli.org<\/strong><\/a> and we can set up a conversation.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>What changes when an organization moves from demand-driven work to objective-led decisions? Learn how objectives can guide priorities, team autonomy, initiatives, and outcomes.<\/p>\n","protected":false},"author":1,"featured_media":220781,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[21244,20834],"tags":[],"inception_activities":[],"colaboradores":[],"class_list":["post-220777","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-most-read-articles","category-okr-en"],"_links":{"self":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/220777","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/comments?post=220777"}],"version-history":[{"count":4,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/220777\/revisions"}],"predecessor-version":[{"id":220784,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/220777\/revisions\/220784"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/media\/220781"}],"wp:attachment":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/media?parent=220777"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/categories?post=220777"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/tags?post=220777"},{"taxonomy":"inception_activities","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/inception_activities?post=220777"},{"taxonomy":"colaboradores","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/colaboradores?post=220777"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}