Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs(English) Hardcover – 四月 24, 2018
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive.
In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 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 the legendary 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.
In this goal-setting system, 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 shares 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.
OKR：做最重要的事
Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
《OKR工作法》講述了一種風靡硅谷科技企業的全新工作模式。如何激勵不同的團隊一起工作，全力以赴去實現一個有挑戰性的目標？硅谷的兩個年輕人漢娜和傑克，像很多人一樣，在萌生了一個創意后，就走上創業之路。但是，很快他們發現好的想法遠遠不夠，必須還有一套適合的管理方法確保夢想能實現。為了讓創業團隊生存下來，漢娜和傑克遭受了內心的苦苦掙扎和煎熬。他們患上「新奇事物綜合症」，什麼都想做，導致無法聚焦，同時需要不停地處理溝通問題。
本書從這個險象環生的創業故事講起，圍繞一家創業公司的試錯、困惑、決斷和成長的全過程說明了OKR（Objectives and Key Results，目標與關鍵成果）方法的基本原理和實施原則。 OKR起源於與英特爾，后來谷歌、領英、Zynga（社交游戲巨頭）、General Assembly（硅谷知名創業教育公司）使用它實現了持續高速的增長。O表示目標（Objective），KR表示關鍵結果（Key Results），目標就是指你想做什麼事情（比如上線一款游戲），關鍵結果就是指如何確認你做到了那件事（比如一天2.5萬個下載量，5萬美元收入）。
本書的第二部分，本書的作者、領英資深產品經理克里斯蒂娜?沃特克總結了她在領英、Zynga以及許多硅谷大紅大紫的公司中學到的管理經驗，詳細闡述了OKR的基本框架，目標制定方法，從組織層面的落地方法，以及產品團隊完成目標的時間規划，執行OKR的過程中的常見錯誤等。
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1999年，傳奇創投家約翰．杜爾拜訪Google。當時這間公司成立不到一年，沒有實際的事業發展計劃，但是他們抱負遠大，想的是年營收百億美元的未來。杜爾被佩吉和布林兩位創辦人說服了，押下19年創投職涯最大的賭注，挹資近1,200萬美元，條件就是Google要用OKR來管理。
這是杜爾最成功的投資，他在科技界興起了新的管理方法，造就世界級的執行力。
什麼是OKR？目標與關鍵結果（OKR，Objectives and Key Results），前者代表你想達成「什麼」，後者則是你該「如何」達成。
OKR有4大超能力：
#1：專注投入優先要務
#2：契合與連結，造就團隊合作
#3：追蹤當責
#4：激發潛能，成就突破
OKR帶領Google從40人的新創公司，成長為超過7萬員工的科技巨擘，市值高達7000億美元。
如今，數百家類型不同、大大小小的公司都採用OKR。從Google到Dropbox、LinkedIn和推特與YouTube，再到迪士尼與三星。杜爾說，這套方法能幫所有人、家庭、組織、甚至政府，為真正重要的事物而戰。
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