Why outcomes beat outputs every time?

Shipping a feature is not the same as solving a problem. The goal of any software initiative is to change customer behavior in a way that creates business value. There's no value if we spend months (or millions) and users don’t adopt, retain, or pay.

That’s why Squads work towards optimizing for outcomes (measurable behavior change), not just outputs (features shipped).

Output: “We built a new onboarding flow.”
Outcome: “Activation rate from sign-up → first value increased from 28% to 46% in 6 weeks.”

Working toward outcomes is more complex than delivering a checklist. 

It requires humility: only a real-world response decides success, and we don't control that. So we design for learning loops, not one-off launches.

The Squads way: a simple loop that compounds

We blend Working Backwards (Amazon), OKRs, and Lean Startup into a lightweight, repeatable loop:

1 - Align on the outcome

First, we write a one-page Outcome Brief (customer/persona, problem, target behavior, definition of success).

Then we draft an Outcome OKR (Objective = behavior change; KRs = leading indicators). 

Here's an example quarterly OKR for an eCommerce website:

Objective: Help first-time visitors become successful first-time buyers quickly and confidently.
Key Results (leading, measured weekly):

1. Sign-up → first purchase (7-day) improves from 12% → 20%.

2. Median time-to-first-purchase drops from 5.2 days → 3.0 days.

3. Mobile checkout completion rate rises from 61% → 72%.

4. Product page → add-to-cart rate increases from 9% → 13%.

2 – Map opportunities

As we have clearly defined OKR, we use an Opportunity Solution Tree or a quick Impact Map to connect user problems with candidate solutions and corresponding metrics.

3 – Hypothesize & design thin slices

If we use an Impact map, we identify one of the paths (solution) to move towards the destination (outcome), the way it works in Google Maps, and create “smallest shippable changes” that validate assumptions in days, not months.

4 – Build, measure, and learn

We implement the chosen thin slice with just enough design and engineering to test its core assumption.

We release early, instrument everything, and let data (both quantitative and qualitative) tell us what and if it truly changes user behavior.

The goal is not to ship features, but to learn fast, let each release turn into a feedback loop that sharpens our intuition and product sense.

5 – Decide and focus

As we move forward, we look towards the options of persevere (scale), pivot (alternate approach), or pause (stop), based on evidence.

After reviewing learnings, we decide whether to persevere (scale), pivot (alternate approach), or pause (stop) based on evidence, not opinions.

We double down on what moves the leading indicators and cut noise ruthlessly, ensuring the following loop compounds faster.

Focus becomes our multiplier: every quarter, fewer bets, clearer priorities, stronger outcomes.

We repeat this whole loop, which is fast, humble, and measurable.

What we actually measure (and why)

Outcomes need leading indicators you can move quickly, plus guardrails so you don’t break the product while moving fast.

Leading indicators (examples):

• Activation rate (first value within 24h/7d)

• Time-to-Aha / Time-to-Value

• Weekly active teams/accounts (for B2B)

• Retention D7/D30

• Conversion to paid or expansion

Guardrails (examples):

• Crash-free sessions, p95 latency, error budgets

• Support ticket volume on new flows

• Churn and NPS deltas

“Intent over output”: design for the job, not the checkbox

Every feature should trace back to the intent – the job the user is trying to get done.

In the above picture, the user's intent is to move from point A to point B faster, and not necessarily build a motorcycle from the get-go.

So the purpose of incremental delivery is to deliver value early, learn continuously, and iterate toward the best experience, and not to ship fragments for their own sake.

How a Squads engagement work

We tailor our approach to your context. When outcomes are the priority, we run an outcome-driven engagement: align on a clear outcome, ship a thin slice, measure, and decide from evidence. Below is an example of how that engagement runs.

• Pilot Sprint (2 weeks): Align on the outcome, ship one thin slice, set up telemetry, review evidence.

• Monthly Core Squad: 2–3 loops/month, roadmap reprioritized by evidence, rolling forecasts.

• Scale-Up (when outcomes pull): Parallel thin-slice streams with shared standards and dashboards.

Getting Started

Book a 2-week Pilot Sprint. We’ll clarify one outcome, ship a thin slice, set up the dashboard, and review evidence with you – no big program, just one focused loop.

Summary

Outcome-oriented work changes customer behavior, which creates business value. Squads keep the work simple: align on a clear outcome, ship the smallest slice, measure what matters, and decide from evidence. Tight guardrails and rolling forecasts reduce waste and speed learning. The result is fewer features, faster feedback, and products people use.

If you're ready to supercharge your product delivery with a team ready from day one, get in touch: https://squads.com/contact-us. Let’s explore how a tailored squad can accelerate your journey to market-fit or scale up your growth.