作者:
John Doerr 出版社: Portfolio 副标题: How Google, Bono, and the Gates Foundation Rock the World with Okrs 出版年: 2018-4-24 页数: 336 定价: GBP 19.67 装帧: Hardcover ISBN: 9780525536222
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 prioriti...
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 he...
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.
暂时没到这种决策高度，读起来略无趣，但想到去年看的Make Time，作者刚好就是谷歌Gmail跟YouTube的产品经理，maketime里的逻辑（尤其是我最受益的highlight）能察觉是出自OKRs(Short for O bjectives and K ey R esults)，足见1999年开始运用这个管理方法的谷歌真心让其员工都习惯了它。对individuals来说，key resu...暂时没到这种决策高度，读起来略无趣，但想到去年看的Make Time，作者刚好就是谷歌Gmail跟YouTube的产品经理，maketime里的逻辑（尤其是我最受益的highlight）能察觉是出自OKRs(Short for O bjectives and K ey R esults)，足见1999年开始运用这个管理方法的谷歌真心让其员工都习惯了它。对individuals来说，key results的stretch值得反思，focus、aligh、track这三招反而各种self-help书籍都讲过了。有跳跃，最喜欢YouTube的案例，重时长而非点击率，断标题党的垃圾内容，之前新闻看见去年YouTube premium的订阅超过各路流媒体，管理层这套方法确实最能导向好决定。(展开)
讲的东西很简单，OKR（Objective and key results）与CFR（Conversations, feedback , recognition）。无论对公司或者个人，设定详细的目标，以及要达到的关键结果（清晰、数字化、可量化，In God we trust, all others bring data），个人的目标要服从于公司的整体目标，劲儿往一处使，推动全公司前进。那如何实现与...讲的东西很简单，OKR（Objective and key results）与CFR（Conversations, feedback , recognition）。无论对公司或者个人，设定详细的目标，以及要达到的关键结果（清晰、数字化、可量化，In God we trust, all others bring data），个人的目标要服从于公司的整体目标，劲儿往一处使，推动全公司前进。那如何实现与推进呢？这就要在过程当中，进行不断的CFR。对于个人，操作手法儿一样。(展开)
Fine but not fun to read. Good to know, but probably won’t be very useful. Good goals are hard to find, definable objectives are arguably even harder. (And the robot pizza company didn’t make it…) Pro...Fine but not fun to read. Good to know, but probably won’t be very useful. Good goals are hard to find, definable objectives are arguably even harder. (And the robot pizza company didn’t make it…) Probably suits startup, but for bigger ones, the time and resources the transition may got heavily underestimated.(展开)
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0 有用 thinnerlegs 2023-11-17 17:08:48 上海
文化不虚，家庭也该有家庭的文化。有文化传统，不代表文化优秀，这是两回事儿。 德鲁克说的真好，若不规划，人会变为事件的奴隶。工作的原因，我最喜欢奈特，塔勒布，周罗华，因为我崇信不确定性，但是生活中有很多“不变”的东西，比如变老，比如考试，比如教育，对于确定性的事儿，若产生了意外就是自己功课没做到，应对只能“快思考”，方案就不得不，这就是不自由，就是奴隶。我深爱不确定性，但是依然没有学会和他很好相处，... 文化不虚，家庭也该有家庭的文化。有文化传统，不代表文化优秀，这是两回事儿。 德鲁克说的真好，若不规划，人会变为事件的奴隶。工作的原因，我最喜欢奈特，塔勒布，周罗华，因为我崇信不确定性，但是生活中有很多“不变”的东西，比如变老，比如考试，比如教育，对于确定性的事儿，若产生了意外就是自己功课没做到，应对只能“快思考”，方案就不得不，这就是不自由，就是奴隶。我深爱不确定性，但是依然没有学会和他很好相处，因为我还不能忍常人不能忍，忍耐是美德，美德怎会容易得到呢？ (展开)
4 有用 Nova 2018-05-23 08:29:31
如果没有时间。直接翻后面的附录即可。OKR 只是一套方法论，关键还是执行，很多公司只是机械地要员工写 OKR，可是完全没有相应的辅导，也没有系统性地应用，所以毫无效果。 书摘： https://acacess.substack.com/p/weekly-book-club-012-exclusive
1 有用 姜小白 2021-03-02 10:05:01
暂时没到这种决策高度，读起来略无趣，但想到去年看的Make Time，作者刚好就是谷歌Gmail跟YouTube的产品经理，maketime里的逻辑（尤其是我最受益的highlight）能察觉是出自OKRs(Short for O bjectives and K ey R esults)，足见1999年开始运用这个管理方法的谷歌真心让其员工都习惯了它。对individuals来说，key resu... 暂时没到这种决策高度，读起来略无趣，但想到去年看的Make Time，作者刚好就是谷歌Gmail跟YouTube的产品经理，maketime里的逻辑（尤其是我最受益的highlight）能察觉是出自OKRs(Short for O bjectives and K ey R esults)，足见1999年开始运用这个管理方法的谷歌真心让其员工都习惯了它。对individuals来说，key results的stretch值得反思，focus、aligh、track这三招反而各种self-help书籍都讲过了。有跳跃，最喜欢YouTube的案例，重时长而非点击率，断标题党的垃圾内容，之前新闻看见去年YouTube premium的订阅超过各路流媒体，管理层这套方法确实最能导向好决定。 (展开)
0 有用 凱達格蘭大道 2019-03-24 13:23:29
Learned a lot from this book.
0 有用 于微时 2020-05-21 23:41:05
讲的东西很简单，OKR（Objective and key results）与CFR（Conversations, feedback , recognition）。无论对公司或者个人，设定详细的目标，以及要达到的关键结果（清晰、数字化、可量化，In God we trust, all others bring data），个人的目标要服从于公司的整体目标，劲儿往一处使，推动全公司前进。那如何实现与... 讲的东西很简单，OKR（Objective and key results）与CFR（Conversations, feedback , recognition）。无论对公司或者个人，设定详细的目标，以及要达到的关键结果（清晰、数字化、可量化，In God we trust, all others bring data），个人的目标要服从于公司的整体目标，劲儿往一处使，推动全公司前进。那如何实现与推进呢？这就要在过程当中，进行不断的CFR。对于个人，操作手法儿一样。 (展开)
0 有用 waynn 2024-06-17 23:18:45 新加坡
im still having a hard time setting my OKRs, a good story book (though some prospective inside didn't age well
0 有用 酒阑 2024-02-17 18:44:58 四川
OKR = goals + time limits + measurable milestones. OKR & CFR works for most organizations. 不如看whatmatters.com
0 有用 王二又在乱扫弦 2024-01-21 10:04:43 爱尔兰
Fine but not fun to read. Good to know, but probably won’t be very useful. Good goals are hard to find, definable objectives are arguably even harder. (And the robot pizza company didn’t make it…) Pro... Fine but not fun to read. Good to know, but probably won’t be very useful. Good goals are hard to find, definable objectives are arguably even harder. (And the robot pizza company didn’t make it…) Probably suits startup, but for bigger ones, the time and resources the transition may got heavily underestimated. (展开)
0 有用 thinnerlegs 2023-11-17 17:08:48 上海
文化不虚，家庭也该有家庭的文化。有文化传统，不代表文化优秀，这是两回事儿。 德鲁克说的真好，若不规划，人会变为事件的奴隶。工作的原因，我最喜欢奈特，塔勒布，周罗华，因为我崇信不确定性，但是生活中有很多“不变”的东西，比如变老，比如考试，比如教育，对于确定性的事儿，若产生了意外就是自己功课没做到，应对只能“快思考”，方案就不得不，这就是不自由，就是奴隶。我深爱不确定性，但是依然没有学会和他很好相处，... 文化不虚，家庭也该有家庭的文化。有文化传统，不代表文化优秀，这是两回事儿。 德鲁克说的真好，若不规划，人会变为事件的奴隶。工作的原因，我最喜欢奈特，塔勒布，周罗华，因为我崇信不确定性，但是生活中有很多“不变”的东西，比如变老，比如考试，比如教育，对于确定性的事儿，若产生了意外就是自己功课没做到，应对只能“快思考”，方案就不得不，这就是不自由，就是奴隶。我深爱不确定性，但是依然没有学会和他很好相处，因为我还不能忍常人不能忍，忍耐是美德，美德怎会容易得到呢？ (展开)
0 有用 猴子游荡在城市 2023-02-12 22:17:48 上海
反而是里面公司的故事比较好看