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.
發表於2024-05-16
Measure What Matters 2024 pdf epub mobi 電子書 下載
2019年春節前夕,百度(BIDU)內部颳起績效風暴。這場風暴席捲百度近5萬名在職員工。從最高決策層到最基層員工,無一能夠置身事外。 此次績效變革由百度元老崔珊珊推動,引入員工考核係統OKR(Objectives and Key Results),使百度全麵“去KPI化”。OKR意為“目標和關鍵成果法...
評分圖書標籤: 管理 商業 企業管理 OKR 互聯網 英文原版 Gates推薦 English
如果沒有時間。直接翻後麵的附錄即可。OKR 隻是一套方法論,關鍵還是執行,很多公司隻是機械地要員工寫 OKR,可是完全沒有相應的輔導,也沒有係統性地應用,所以毫無效果。
評分就看瞭一半 當時還對我司okr懷有美好騎待
評分如果沒有時間。直接翻後麵的附錄即可。OKR 隻是一套方法論,關鍵還是執行,很多公司隻是機械地要員工寫 OKR,可是完全沒有相應的輔導,也沒有係統性地應用,所以毫無效果。
評分畫餅的課後作業。剛看完覺得被說服瞭OKR棒棒,但是讓我去實施也是有點煩惱。
評分OKR最難的不在於形式,而在於figure out what to do...
Measure What Matters 2024 pdf epub mobi 電子書 下載