Measure What Matters

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.

出版者:Portfolio

作者:John Doerr

页数:336

出版时间:2018-4-24

价格:GBP 19.67

装帧:Hardcover

isbn号码:9780525536222

图书标签:管理商业企业管理OKR互联网英文原版Gates推荐English

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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.

读后感

首先说下，我认为： 1.300页之前的除了intel和google浏览器和youtube的故事都是废话。 2.300页之后，主要是附录的资源：Google的OKR模板和和典型的OKR周期。 我找了下官网（measure what matters）的资源附后。（可点击下载原文pdf） Google's OKR playbook https://www.whatm...  

公司推行OKR制度接近一年半，这本书在床头和书包里来回了快一年了也没怎么看，非常的羞耻。加上最近被激励要学习进步，于是花了两周啃掉了它。 这本书简单概括，一个公司需要两件事情，第一（OKR）：一个从上到下，结构完整的一套透明的目标管理体系。第二（CFR）：一个即时，...  

首先说下，我认为： 1.300页之前的除了intel和google浏览器和youtube的故事都是废话。 2.300页之后，主要是附录的资源：Google的OKR模板和和典型的OKR周期。 我找了下官网（measure what matters）的资源附后。（可点击下载原文pdf） Google's OKR playbook https://www.whatm...  

用户评价

OKR最难的不在于形式，而在于figure out what to do...

一点点big idea + 许许多多的掰开了揉碎了讲，典型美式best seller写作风格。对我来说最有意思的是a peek into how household name companies manage people and teams. 以及对照看来，律所这种professional services firm的管理模式好落后啊。

其实前几章就够了

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。

做为一家硅谷公司，公司用 OKR来管理团队目标，但是从来没有搞懂什么是 OKR。 这本书介绍了很多不同形式的 OKR 形态确实对认识上很有帮助。结合公司的实际情况才能感觉到，OKR不是公司低效的万能药。如何去适应 OKR，完美结合自身的公司状态一本书也说不完，不过本书对于如何高效管理团队和自己很有借鉴意义