Why most product planning is bad and what to do about it

Railway, a rapidly growing company serving over 1.7 million users, has shifted its planning process from using Objectives and Key Results (OKRs) to a Problem Driven Development approach. This change was prompted by the realization that OKRs, while effective for alignment and concrete goals, were inflexible and challenging to implement in a dynamic software development environment. The new four-day quarterly process focuses on identifying and prioritizing problems rather than proposing solutions, allowing teams to independently assess and prioritize issues before negotiating cross-team dependencies. This method aims to streamline planning, reduce performative work, and ensure that the company remains adaptable and efficient in delivering software. The process emphasizes a culture where employees feel safe to voice problems without being tied to specific solutions, fostering an environment of continuous improvement and collaboration.