Im part of the EPMO of a healthcare system. We just got licenses and an intro to co-pilot for teams, word, excel , PowerPoint.

I swear this AI will tell you all the questions asked during a meeting. If you join a meeting late you can ask it to recap the meeting thus far. Did you get a sales presentation from a vendor you need to recap and present to stakeholders. Ask co pilot to create a pdf from the documentation the vendor provided.

AI is making my job so much easier but at the same time I kinda feel like I’m training my replacement.

Are you using AI at your job, how are you using it and how do you feel about it use in the workplace and if it will one day replace you?

I've hard a lot of great results using Google's OKR (Objectives and Key Results) framework in my roles leading technical and product teams. I've been tasked with bringing this framework across my organization, including to teams like marketing and business development.

My main issue recently has been around defining the key results of the projects that our teams are going to be pursuing. All of the advice I've gotten in the past has been to ensure that KRs are quantitative, NOT qualitative. This has been at odds with some of the projects the marketing and business teams are planning on working on. These are projects like...

• create a new marketing plan given the new budget constraints
• audit the distribution process to increase our information about the retail sales process

The push back I am getting is along the lines of "when I create the new marketing plan, the project will be complete, and therefore it's just whether or not I finished the plan that matters." i.e. if the objective is finished then the project is a success. My point of view is that ALL projects should have metrics attached to them, and if we can't measure the progress then we cannot show the added value to the business as a result of our effort.

The natural response is: what metrics would you attribute to projects like these? And THAT'S where I could use help. Coming from a product/tech background, my understanding of marketing, biz, and operations leaves something to be desired.

For the marketing plan, I suggested a metric could be to reduce the monthly marketing budget from $current to $future. For the distribution audit, I suggest we track the # of insights/recommendations we produced as a result of the audit. The pushback was that these metrics "didn't really matter" and that "how can we set a goal on insights - even one good insight could be worth a lot, but I could come up with 4 crappy insights just to achieve a numerical goal."

I'm a bit at a loss. I understand their point of view, and I really feel in my heart that we need to be pursuing measurable KRs. Do you have any advice?