Measure What Matters

书名：Measure What MattersHowGoogle,Bono,andtheGatesFoundationRocktheWorldwithOkrs
作者：JohnDoerr
译者：
ISBN：9780525536222
出版社：Portfolio
出版时间：2018-4-24
格式：epub/mobi/azw3/pdf
页数：336
豆瓣评分： 7.7

书籍简介：

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.

作者简介：

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.

书友短评：

@ 丸子(^.^)v 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 = = @ 猴子游荡在城市 给自己定下每天看一章的key result之后终于把这本书看完了，离CDO送我这本书已经过去了一年多了。挺有启发的，让我看到了自己工作中存在的问题潜在的解决方法，但是由于实行OKR需要整个组织的文化变革，蚍蜉难撼大树，所以也只是能默默希望有变革的那一天。这个框架的确是增加组织transparency和consistency的好方法。 @ Autumn OKR 简单说就是优先做最最重要的事情。作者有举例说明两种不同类型的OKR，以及如何让员工都能理解并积极参与。但感觉讲得太宽泛，太啰嗦。 @ 活一百万次的猫 先说结论：OKR结合CFR这套管理办法是有用的。但是！不够适合中国本土化。美国人真的很会讲故事，一本书看下来，那么一套道理，翻来覆去举例子，有点早期安利培训的感觉哈哈哈哈哈 @ 猴子游荡在城市 给自己定下每天看一章的key result之后终于把这本书看完了，离CDO送我这本书已经过去了一年多了。挺有启发的，让我看到了自己工作中存在的问题潜在的解决方法，但是由于实行OKR需要整个组织的文化变革，蚍蜉难撼大树，所以也只是能默默希望有变革的那一天。这个框架的确是增加组织transparency和consistency的好方法。 @ hanena framework就那样。就是里面几个故事讲得还是蛮好的。 @ 最好的藤北 内容可以就是有点啰嗦… 我自己KR多一点. O考虑的少一点… 现在打算在组里尝试一下这一套系统…

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