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
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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.
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)
hectoryu
中信出版社2018版
小青
中信出版社2018版
女侠假面
中信出版社2018版
有疑说
中信出版社2018版
curious Sam
陰蒂之下
中信出版社2018版
0 有用 奋斗的大象🐘 2022-06-19 11:28:28
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。
1 有用 綦 2020-04-22 00:53:46
Goal going gone - 3 words capture OKR. 👉🏼
0 有用 momo 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 鲸鱼座β 2022-11-28 03:36:47 美国
最后的okr playbook是本书的精华
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)