In this episode of The Tech Leader's Playbook, Avetis Antaplyan sits down with Radhika Dutt—MIT-trained engineer, entrepreneur, and author of Radical Product Thinking, to rethink how high-growth companies set direction and measure progress.
Radhika explains why traditional goal systems (KPIs/OKRs) often incentivize “performance theater,” tracing their lineage from Drucker’s MBOs to Andy Grove to today’s playbooks—and why they’re mismatched to modern, creative work. She introduces OHLs (Objectives, Hypotheses, Learnings) and a “puzzle setting/puzzle solving” culture that pushes teams to interrogate bad numbers, not hide them. Along the way she names common “product diseases” (HERO syndrome, obsessive sales disorder, pivotitis, strategic swelling, Narcissus complex) and shows how a clear, testable vision prevents whiplash pivots. A standout case study: at Signal Ocean, reframing the challenge for tech-averse users helped double sales in 2024 and again in 2025 while reducing churn from 26% to 4%. Leaders also get a practical script for better reviews (“How well is it working? What did we learn? What will we try next?”) and a reminder to build experimentation muscles before a crisis. The result is a rigorous, human approach to strategy that replaces vanity metrics with compounding learning.
Takeaways
OKRs often reward optics over insight, encouraging “performance theater.”
Use a concrete vision that states the problem, audience, status quo, desired end state, and product’s role.
Shift from “hit the target” to puzzle setting so teams feel invited to solve the right problems.
Run on OHLs: Objectives, Hypotheses, Learnings to measure deeply and learn publicly.
Watch for “product diseases” like HERO syndrome, obsessive sales disorder, pivotitis, strategic swelling, and the Narcissus complex.
Pivot with gravitas by stating what was wrong, what you learned, and what you’ll try next.
Case study: at Signal Ocean, reframing for tech-averse users unlocked adoption, doubled sales year over year, and reduced churn.
OKRs trace back to MBOs, which fit repetitive work but struggle with today’s creative, uncertain problems.
Leaders should act like detectives, not judges to create psychological safety for honest learning.
Introduce OHLs inside your current cadence before replacing existing processes.
Spread market insight beyond the founder so teams can challenge assumptions and stay aligned.
Start with the segment that has the most urgent need, then expand intentionally.
Chapters
00:00 Intro & Why Targets Mislead
01:27 Radhika’s Path and Early Lessons
03:41 Hitting Numbers vs. Reality on the Ground
05:31 “Product Diseases” That Derail Strategy
07:51 Writing a Vision You Can Execute
09:49 The Wine Startup Example and Narcissus Complex
13:07 Pivotitis and How to Pivot with Gravitas
16:34 Translating Vision into Actionable Experiments
17:44 Why Goals Alone Don’t Work
20:03 A Short History of OKRs and Their Limits
24:43 From Targets to Puzzles: Reframing Stalled Sales
26:50 OHLs: Objectives, Hypotheses, Learnings
29:14 Running Better Reviews: Three Questions
35:31 Case Study: Signal Ocean’s Tech-Averse Users
39:55 Outcomes: Doubling Sales and Reducing Churn
41:58 Intel’s Lesson: Experimentation Beats Goal Mechanics
47:58 Detectives, Not Judges: Building a Learning Culture
50:06 How to Start Tomorrow with OHLs
59:37 Don’t Do Founder Mode; Spread Insight
01:03:18 Closing Notes & Resources
Radhika Dutt’s Social Media Links:
https://www.linkedin.com/in/radhika-dutt/
Radhika Dutt’s Websites:
https://www.radicalproduct.com/
Resources and Links:
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