John Doerr is the chair of venture capital firm Kleiner Perkins Caufield & Byers, which he joined in 1980. He has invested in some of the world’s most successful entrepreneurs and companies, including Amazon, Google, Intuit, Netscape, and Twitter. Through his investments, he has helped create more than 425,000 jobs.
Kris Duggan is the CEO and cofounder of BetterWorks, which helps progressive companies move toward continuous performance management. A noted thought leader on goal setting and OKRs, he has been featured in the New York Times, the Wall Street Journal, and Fast Company.
In the fall of 1999, John Doerr met with the founders of a start-up he’d just given $11.8 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They’d have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered.
Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where Andy Grove (“the greatest manager of his or any era”) drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove’s brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked.
The rest is history. With OKRs as its management foundation, Google has grown from forty employees to more than 70,000—with a market cap exceeding $600 billion.
In the OKR model, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone’s goals, from entry-level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization’s most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.
In Measure What Matters, Doerr and coauthor Kris Duggan share a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
##画饼的课后作业。刚看完觉得被说服了OKR棒棒,但是让我去实施也是有点烦恼。
评分 评分##OKR这个方法本身没问题 在用的过程中 对OKR的评估标准不够全面 不够量化 才是正确应用这个方法最大的问题 = =
评分 评分 评分##framework就那样。就是里面几个故事讲得还是蛮好的。
评分该书没有提供如何创建、使用、评估、复盘OKR的具体流程和方法论,读起来有点让读者抓不住重点,还会认为是废话连篇,但它无不在字里行间中透露着OKR的思想精髓。书中70%的段落是需要细细品味和参透的,参透了这些思想,也就参透了OKR。 整书的论调:OKR,它不是绩效工具,也不...
评分 评分##这是看的第三本儿将工作方法之类的书吧,真心觉得这种类型的书好难看懂。。。(我觉悟太低了)。而且看的时候也好容易走神儿。 我工作之后几乎都会接触到类似周报日报这样的东西,但是貌似这些都是发生在一天的工作之后,且所有的文字记录都比较敷衍吧。也纯粹是为了给领导看。...
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