Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

Author John Doerr began his career under the tutelage of the great Andy Grove, CEO of Intel, who transformed that company into the world's largest manufacturer of semiconductors. It was Andy Grove who turned a simple method “OKRs”, into a devastatingly effective business tool which became the lifeblood of Intel.In 1978, Intel had developed the first high-performance, 16-bit microprocessor, the 8086. Soon it was getting overtaken by Motorola’s 68000 which was easier to program. Using OKRs, Intel launched “Operation Crush” to deal with this threat. The results were fast, focused and effective. “When we smacked Motorola between the eyes,” Doerr writes, “A manager there told me, ‘I couldn’t get a plane ticket from Chicago to Arizona approved in the time you took to launch your campaign.’”Doerr left Intel to join the venture capital firm at Kleiner Perkins Caufield & Byers, and became an early investor in Google. There he managed to entrench Andy Grove’s business tool to great effect and it is acknowledged as a key contributor to Google’s success. The results have made Doerr the 105th richest man in the US. This book describes how to use this tool.John Doerr is the current evangelist for OKRs, OKR stands for Objectives and Key Results. As a strategist, I know the importance of knowing where you are going or as Yogi Berra pithily said: "If you don’t know where you’re going, you might not get there.” However, as Doerr writes, and as you and I know, “Ideas are easy. Execution is everything.”OKRs are for executing. An “objective” is simply what is to be achieved, no more and no less. Key results benchmark and monitor how we get to the objective. The difference between ‘key results’ and ‘key performance indicators’ are very different. I may really be impressed that you performed well, but your efforts are only useful if you achieved the results I need.Marissa Mayer would say of OKRs, “It’s not a key result unless it has a number.” With a number attached, OKRs are either met of not met. There is no grey area, no room for doubt. The time frame for an OKR can vary from a month to a quarter or more, but at the end of the period, they have either been met or they have not.When the objective is clear and specific, it produces far better results than when it is vaguely worded. ‘Performance excellence,’ or ‘Customer satisfaction’ are very different when expressed as ‘98% error free’, or ‘delivered within 12 hours’.Aside from Google and Intel, OKR adherents include IT firms such as AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter. But adherents also include firms such as Anheuser-Busch, BMW, Disney, Exxon, and Samsung.The simplicity of the design of OKRs hides the complexity of implementing the method. When the OKR is formulated, it will undergo iteration – this is inevitable. And this is not the problem. The problem is the commitment of the most senior managers to the discipline that is required.Without the most senior managers' commitment this will fail, much as your previous systems have failed to produce the promised result. In a meta-analysis of seventy studies, high commitment to managing the company by objectives showed a productivity increase of 56%. Where that commitment was low, productivity increases were a mere 6%.The problem with getting results is compounded when we are employing people to think. On an assembly line, it’s easy enough to distinguish output from activity. It gets trickier when employees are paid to think.In a thinking environment, many of the benefits of OKRs are highlighted. A particular challenge for many in such an environment is separating the person from the activity. All too often, feedback becomes very personal leading many managers to avoid confronting non-performance. When the focus is on unequivocal results that can be tracked, then non-performance can move to an analytical discussion. After all, a performance management system is a tool, not a weapon.The OKR is formulated as “We will achieve a certain objective as measured by the following key results. This begins at the highest appropriate level of the organization and then all below can align their OKRs to this meta-OKR.When Bob Noyce and Andy Grove began the “Crush” project, the directive to Intel’s management level was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” This objective was given to the top one hundred people at the meeting. It was conveyed to the next level in 24 hours. Intel was close to a billion-dollar company at the time, and “it turned on a dime” - through a clear, aligned, objective and a clear required result.The “Crush” project included top management, the entire sales force, four different marketing departments, and three geographic locations—all working together as one. It was proof of Andy Groves assertion that “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.”Great companies are not great because they have a great idea, but because their execution is great. There are no exceptions. Those who do not have excellent execution are an accident waiting to happen. Using OKRs, a successful organization can focus on the handful of initiatives that can make a real difference and defer the less urgent ones.The very act of formulating the objective makes communication with clarity possible. Focusing on results rather than activities allows people to adjust their activities to meet the results, rather than to slavishly following performance indicators, as the environment changes.Consider this horrifying finding: In a survey of eleven thousand senior executives and managers, a majority couldn’t name their company’s top priorities!“There are so many people working so hard and achieving so little,” Andy Grove noted. To address this issue will require commitment to making the OKR process effective, and this commitment should not be understated, which is why it has to start from the very top.If you are a leader of your business your commitment should start with a reading of John Doerr’s book, and then share it with your colleagues.My personal experience with the process is best summed up by actress Mae West’s famous statement: I never said it would be easy, I only said it would be worth it.Readability Light --+-- SeriousInsights High ---+- LowPractical High +---- Low*Ian Mann of Gateways consults internationally on strategy and implementation and is the author of the recently released ‘Executive Update.’

I am a fan of business process books, and this book Measure What Matters, comes highly recommended.Any process that leads to transparent, cohesive goals for an organization is useful, and Objectives+Key-Results (OKR) as described in this book are a fine way of working towards that goal.The process is relatively simple, pick an objective and then key-results that will contribute to that objective.One of the nice aspects of OKR is that recent Microsoft (MS) Office releases have an OKR tracker embedded in the package that makes implementation easier if you are using MS Office.The book was good, but a few nits ... it has a lot of "marketing" material in the book, and some of the examples seem over-stated. When Intel decided to go after Motorola, the book says that everyone in the company worked on the objective, but Intel was a large company with a lot of support personnel. It is hard to believe that the janitorial staff, the admin sections, etc. all chipped in on that one objective. I understand that general idea, but it detracts from the book's credibility.The book does not spend a lot of time on giving examples of how to develop OKRs. It has a lot of illustrative examples of businesses that used OKRs and had miraculous turn-arounds, but the book spends little time on how to actually find and instantiate. A chapter or three that talked through the process with some simple examples would have been welcomed.Finally, I'm at a start-up now that is using the OKR methodology, and the book implies that you need to be "all in" on OKRs. We are finding that you need to find a way to work into OKR. The everywhere all at once approach the book advocates can be wildly impractical.All in all, this is a good idea, but the book would have benefitted from some additional how-to chapters and a little less marketing.

This is a book on how to set goals and how to measure them.With proven results in well-known and diverse companies like Intel (where the methodology was born), Google, MyFitnessPal, Intuit, The Gates Foundation, Bono’s ONE among others.Some ideas from the book:It helps keep a company on time and on track and moving forward.It is a methodology that focuses the company’s efforts on the important issues, so an Objective is what must be achieved, and Key Results compare and monitor how to reach the objective, so they are measurable and verifiable, aka OKR.Goals create alignment, clarity, and job satisfactionEmphasizing output is the key to increasing productivity, while looking to increase activity can do just the oppositeAn organization may need up to four or five quarterly cycles to fully adopt the systemNothing moves us forward like a deadlineThe author states that with the advent of social networks, transparency is the default setting for our daily lives, and that transparency seeds collaborationAnother concept stated by the author is that employees thrive when they can see how their work aligns to the company’s overall goalsThere is another concept that goes along with OKR, CFR (Conversations, Feedback & Recognition), in this way OKR and compensations are separated but they are friendsThe author states this powerful phrase “People watch what you do more than what you say”A must read, suitable for management as well as employees

There are two types to lead companies. One is authoritarianism. The other is democracy. OKR is a way to motivate employees and make them perform better. And that also betterment performance of the company as a whole. It's a bottom-up and democratic approach. Google is the very type of a democratic company.If your company is more or less democratic, OKR would probably fit it. If it isn't, I don't recommend reading this book.

Fun to read and it is easy to appy to our own situation.

読めば読むほどに、Measure What Mattersの意味が分かって来ると同時に、人のモチベーションは金銭報酬ではないことがわかる。OKRは簡単ではないが、熱意を持って信じて実行すれば、組織が見る見る変わっていく。魔術の様だ！

OKR (Objectives/key results) are quite obvious and easily explained in a short blog post.The book basically just says prioritize, take care of goal conflicts, have some safe, some stretch and limit your goals.None of the stories tell what problem OKRs actually solved, how the right OKRs where found and if OKRs made a difference at all. The book does neither give a framework nor an actionable approach to triage the right things to measure.If the objective of this book is to help people utilizing OKRs in practice, the (key) result is a spectacular failure.

... so häufig etwas geschwätzig-auswalzend für den deutschen Geschmack. Anekdote hier, Anekdote da, und bloß viele Seiten füllen.Einen Kern gibt es aber auch bei John Doerrs "Measure what matters": Wenn es ein Ziel sein soll, muss es akzeptiert erstellt und gemessen werden. Transparent, priorisiert, ambitioniert und konkret sowie nicht fürs Quartalresultat oder das Manager-Ego zurechtgebogen. Schlüsselergebnisse helfen, den Weg zur Zielerreichung Stück für Stück zu prüfen. Mit Peter Drucker & Co. herrscht dabei der schlichte "Macher"-Schwerpunkt. Das Umsetzen sei es.Das hätte auch viel kürzer beschrieben sein können. In der verbliebenen Zeit hätte Doerr einmal darüber nachdenken können, wie man Nichtmessbares doch abbildet (demokratisches gerechtes Arbeitsklima, Nachhaltigkeit und Sinn des Betriebs, ...). Drei Sterne.