玲 ƾ Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs library 僧 Ebook Author John Doerr ﬡ

玲  ƾ Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs library 僧 Ebook Author John Doerr ﬡ 玲 ƾ Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs library 僧 Ebook Author John Doerr ﬡ 1Google, Meet OKRsIf you don t know where you re going, you might not get there.Yogi BerraOn a fall day in 1999, in the heart of Silicon Valley, I arrived at a two story, L shaped structure off the 101 freeway It was young Google s headquarters, and I d come with a gift.The company had leased the building two months earlier, outgrowing a space above an ice cream parlor in downtown Palo Alto Two months before that, I d placed my biggest bet in nineteen years as a venture capitalist, an 11.8 million wager for 12 percent of a start up by a pair of Stanford grad school dropouts I joined Google s board I was committed, financially and emotionally, to do all I could to help it succeed.Barely a year after incorporating, Google had planted its flag to organize the world s information and make it universally accessible and useful That might have sounded grandiose, but I had confidence in Larry Page and Sergey Brin They were self assured, even brash, but also curious and thoughtful They listenedand they delivered.Sergey was exuberant, mercurial, strongly opinionated, and able to leap intellectual chasms in a single bound A Soviet born immigrant, he was a canny, creative negotiator and a principled leader Sergey was restless, always pushing for he might drop to the floor mid meeting for a set of push ups.Larry was an engineer s engineer, the son of a computer science pioneer He was a soft spoken nonconformist, a rebel with a 10x cause to make the internet exponentially relevant While Sergey crafted the commerce of technology, Larry toiled on the product and imagined the impossible He was a blue sky thinker with his feet on the ground.Earlier that year, when the two of them came to my office to pitch me, their PowerPoint deck had just seventeen slides and only two with numbers They added three cartoons just to flesh out the deck Though they d made a small deal with the Washington Post, Google had yet to unlock the value of keyword targeted ads As the eighteenth search engine to arrive on the web, the company was way late to the party Ceding the competition such a long head start was normally fatal, especially in technology.But none of that stopped Larry from lecturing me on the poor quality of search in the market, and how much it could be improved, and how much bigger it would be tomorrow He and Sergey had no doubt they would break through, never mind their lack of a business plan Their PageRank algorithm was that much better than the competition, even in beta testing.I asked them, How big do you think this could be I d already made my private calculation If everything broke right, Google might reach a market cap of 1 billion But I wanted to gauge their dreams.And Larry responded, Ten billion dollars Just to be sure, I said, You mean market cap, right And Larry shot back, No, I don t mean market cap I mean revenue I was floored Assuming a normal growth rate for a profitable tech firm, 10 billion in revenue would imply a 100 billion market capitalization That was the province of Microsoft and IBM and Intel That was a creature rarer than a unicorn There was no braggadocio to Larry, only calm, considered judgment I didn t debate him I was genuinely impressed He and Sergey were determined to change the world, and I believed they had a shot.Long before Gmail or Android or Chrome, Google brimmed with big ideas The founders were quintessential visionaries, with extreme entrepreneurial energy What they lacked was management experience For Google to have real impact, or even to reach liftoff, they would have to learn to make tough choices and keep their team on track Given their healthy appetite for risk, they d need to pull the plug on losers to fail fast.Not least, they would need timely, relevant data To track their progress To measure what mattered.And so On that balmy day in Mountain View, I came with my present for Google, a sharp edged tool for world class execution I d first used it in the 1970s as an engineer at Intel, where Andy Grove, the greatest manager of his or any era, drove the best run company I had ever seen Since joining Kleiner Perkins, the Menlo Park VC firm, I had proselytized Grove s gospel far and wide, to fifty companies or .To be clear, I have the utmost reverence for entrepreneurs I m an inveterate techie who worships at the altar of innovation But I d also watched too many start ups struggle with growth and scale and getting the right things done So I d come to a philosophy, a mantra Ideas are easy Execution is everything.In the early 1980s, I took a fourteen month sabbatical from Kleiner to lead the desktop division at Sun Microsystems Suddenly I found myself in charge of hundreds of people I was terrified Andy Grove s system was my bastion in a storm, a source of clarity in every meeting I led It empowered my executive team and rallied the whole operation Yes, we made our share of mistakes But we also achieved amazing things, including a new RISC microprocessor architecture to secure Sun s lead in the workstation market That was my personal proof point for what I was bringing, all these years later, to Google.The practice that molded me at Intel and saved me at Sun that still inspires me today is called OKRs Short for Objectives and Key Results, it s a collaborative goal setting protocol for companies, teams, and individuals Now, OKRs are not a silver bullet They cannot substitute sound judgment, strong leadership, or a creative workplace culture But if those fundamentals are in place, OKRs can guide you to the mountaintop.Larry and Sergeywith Marissa Mayer, Susan Wojcicki, Salar Kamangar, and thirty or so others, pretty much the whole company at the timegathered to hear me out They stood around the ping pong table which doubled as their boardroom table , or sprawled in beanbag chairs, dormitory style My first PowerPoint slide defined OKRs A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization An OBJECTIVE, I explained, is simply WHAT is to be achieved, no and no less By definition, objectives are significant, concrete, action oriented, and ideally inspirational When properly designed and deployed, they re a vaccine against fuzzy thinking and fuzzy execution.KEY RESULTS benchmark and monitor HOW we get to the objective Effective KRs are specific and time bound, aggressive yet realistic Most of all, they are measurable and verifiable As prize pupil Marissa Mayer would say, It s not a key result unless it has a number You either meet a key result s requirements or you don t there is no gray area, no room for doubt At the end of the designated period, typically a quarter, we declare the key result fulfilled or not Where an objective can be long lived, rolled over for a year or longer, key results evolve as the work progresses Once they are all completed, the objective is necessarily achieved And if it isn t, the OKR was poorly designed in the first place My objective that day, I told the band of young Googlers, was to build a planning model for their company, as measured by three key results KR 1 I would finish my presentation on time.KR 2 We d create a sample set of quarterly Google OKRs.KR 3 I d gain management agreement for a three month OKR trial.By way of illustration, I sketched two OKR scenarios The first involved a fictional football team whose general manager cascades a top level objective down through the franchise org chart The second was a real life drama to which I d had a ringside seat Operation Crush, the campaign to restore Intel s dominance in the microprocessor market We ll delve into both in detail later on I closed by recapping a value proposition that is no less compelling today OKRs surface your primary goals They channel efforts and coordination They link diverse operations, lending purpose and unity to the entire organization.I stopped talking at the ninety minute mark, right on time Now it was up to Google In 2009, the Harvard Business School published a paper titled Goals Gone Wild It led with a catalog of examples of destructive goal pursuit exploding Ford Pinto fuel tanks, wholesale gouging by Sears auto repair centers, Enron s recklessly inflated sales targets, the 1996 Mount Everest disaster that left eight climbers dead Goals, the authors cautioned, were a prescription strength medication that requires careful dosing and close supervision They even posted a warning label Goals may cause systematic problems in organizations due to narrowed focus, unethical behavior, increased risk taking, decreased cooperation, and decreased motivation The dark side of goal setting could swamp any benefits, or so their argument went.The paper struck a chord and is still widely cited Its caveat is not without merit Like any management system, OKRs may be executed well or badly the aim of this book is to help you use them well But make no mistake For anyone striving for high performance in the workplace, goals are very necessary things.In 1968, the year Intel opened shop, a psychology professor at the University of Maryland cast a theory that surely influenced Andy Grove First, said Edwin Locke, hard goals drive performance effectively than easy goals Second, specific hard goals produce a higher level of output than vaguely worded admonitions to do your best.In the intervening half century, than a thousand studies have confirmed Locke s discovery as one of the most tested, and proven, ideas in the whole of management theory Among experiments in the field, 90 percent confirm that productivity is enhanced by well defined, challenging goals.Year after year, Gallup surveys attest to a worldwide employee engagement crisis Less than a third of U.S workers are involved in, enthusiastic about and committed to their work and workplace Of those disengaged millions, than half would leave their company for a raise of 20 percent or less In the technology sector, two out of three employees think they could find a better job inside of two months.In business, alienation isn t an abstract, philosophical problem it saps the bottom line More highly engaged work groups generate profit and less turnover According to Deloitte, the management and leadership consulting firm, issues of retention and engagement have risen to No 2 in the minds of business leaders, second only to the challenge of building global leadership But exactly how do you build engagement A two year Deloitte study found that no single factor has impact than clearly defined goals that are written down and shared freely Goals create alignment, clarity, and job satisfaction Goal setting isn t bulletproof When people have conflicting priorities or unclear, meaningless, or arbitrarily shifting goals, they become frustrated, cynical, and demotivated An effective goal management system an OKR system links goals to a team s broader mission It respects targets and deadlines while adapting to circumstances It promotes feedback and celebrates wins, large and small Most important, it expands our limits It moves us to strive for what might seem beyond our reach.As even the Goals Gone Wild crowd conceded, goals can inspire employees and improve performance That, in a nutshell, was my message for Larry and Sergey and company.As I opened the floor for questions, my audience seemed intrigued I guessed they might give OKRs a try, though I couldn t have foreseen the depth of their resolve Sergey said, Well, we need to have some organizing principle We don t have one, and this might as well be it But the marriage of Google and OKRs was anything but random It was a great impedance match, a seamless gene transcription into Google s messenger RNA OKRs were an elastic, data driven apparatus for a freewheeling, data worshipping enterprise They promised transparency for a team that defaulted to open open source, open systems, open web They rewarded good fails and daring for two of the boldest thinkers of their time.Google, meet OKRs a perfect fit While Larry and Sergey had few preconceptions about running a business, they knew that writing goals down would make them real They loved the notion of laying out what mattered most to them on one or two succinct pages and making it public to everyone at Google They intuitively grasped how OKRs could keep an organization on course through the gales of competition or the tumult of a hockey stick growth curve.Along with Eric Schmidt, who two years later became Google s CEO, Larry and Sergey would be tenacious, insistent, even confrontational in their use of OKRs As Schmidt told author Steven Levy, Google s objective is to be the systematic innovator of scale Innovator means new stuff And scale means big, systematic ways of looking at things done in a way that s reproducible Together, the triumvirate brought a decisive ingredient for OKR success conviction and buy in at the top As an investor, I am long on OKRs As Google and Intel alumni continue to migrate and spread the good word, hundreds of companies of all types and sizes are committing to structured goal setting OKRs are Swiss Army knives, suited to any environment We ve seen their broadest adoption in tech, where agility and teamwork are absolute imperatives In addition to the firms given the floor in this book, OKR adherents include AOL, Dropbox, LinkedIn, Oracle, Slack, Spotify, and Twitter But the system has also been adopted by household names far beyond Silicon Valley Anheuser Busch, BMW, Disney, Exxon, Samsung In today s economy, change is a fact of life We cannot cling to what s worked and hope for the best We need a trusty scythe to carve a path ahead of the curve.At smaller start ups, where people absolutely need to be pulling in the same direction, OKRs are a survival tool In the tech sector, in particular, young companies must grow quickly to get funding before their capital runs dry Structured goals give backers a yardstick for success We re going to build this product, and we ve certified the market by talking to twenty five customers, and here s how much they re willing to pay At medium size, rapidly scaling organizations, OKRs are a shared language for execution They clarify expectations What do we need to get done and fast , and who s working on it They keep employees aligned, vertically and horizontally.In larger enterprises, OKRs are neon lit road signs They demolish silos and cultivate connections among far flung contributors By igniting frontline autonomy, they give rise to fresh solutions And they keep even the most successful organizations stretching for .Similar benefits accrue in the not for profit world At the Bill Melinda Gates Foundation, a 20 billion start up, OKRs deliver the real time data Bill Gates needs to wage war against malaria, polio, and HIV Sylvia Mathews Burwell, a Gates alumna, ported the process to the federal Office of Management and Budget and later to the Department of Health and Human Services, where it helped the U.S government fight Ebola.Id recommend Johns book for anyone interested in becoming a better manager Bill GatesWhether you re a seasoned CEO or a first time entrepreneur, you ll find valuable lessons, tools, and inspiration in the pages of Measure What Matters I m glad John invested the time to share these ideas with the world Reid Hoffman, cofounder of LinkedIn and author of The Start up of You Measure What Mattersdeserves to be fully embraced by every person responsible for performance, in any walk of life John Doerr makes Andy Grove a mentor to us all If every team, leader, and individual applied OKRs with rigor and imagination, all sectors of society could see an exponential increase in productivity and innovation Jim Collins, author of Good to Great John Doerr has taught a generation of entrepreneurs and philanthropists that execution is everything Measure What Mattersshows how any organization or team can aim high, move fast, and excel Sheryl Sandberg, Facebook COO and founder of LeanIn.org and OptionB.org In this indispensable book, the most important venture capitalist of our era reveals a key to business innovation and success This crisp and colorful book combines fascinating case studies with insightful personal stories to show how OKRs can add magic to organizations of any size Walter Isaacson, author of Steve Jobsand Leonardo da Vinci Im a big believer in John Doerrs simple yet effective OKR systemIve seen it work firsthand I encourage every business leader to read Measure What Mattersin order to learn some real and practical secrets for success Anne Wojcicki, founder and CEO of 23andMe John Doerr has been the source of management magic for many of the most iconic companies in Silicon Valley that went on to change the world Measure What Mattersis a must read for anyone motivated to improve their organization Former Vice President Al Gore Measure What Matterstakes you behind the scenes for the creation of Intels powerful OKR systemone of Andy Groves finest legacies Gordon Moore, cofounder of Intel Measure What Matterswill transform your approach to setting goals for yourself and your organization John Doerr pushes every leader to think deeply about creating a focused, purpose driven business environment Mellody Hobson, president of Ariel Investments John Doerr is a Silicon Valley legend He explains how transparently setting objectives and defining key results can align organizations and motivate high performance Jonathan Levin, dean of Stanford Graduate School of Business Measure What Mattersis a gift to every leader or entrepreneur who wants a transparent, accountable, and effective team It encourages the kind of big, bold bets that can transform an organization John Chambers, executive chairman of Cisco In addition to being a terrific personal history of tech in Silicon Valley, Measure What Mattersis an essential handbook for both small and large organizations the methods described will definitely drive great execution Diane Greene, CEO of Google Cloud Introducing Measure What Matters by John Doerr I m a big believer in Doerr s simple yet effective OKR system ve seen it work firsthand encourage every business leader to read order learn some real and practical secrets for success Measure Online Tools For Understanding Customers, Social Media, Engagement, Key Relationships Katie Delahaye Paine on FREE shipping qualifying offers In an online social media world, measurement is the key tosuccess If you can measure your relationships How Google, Bono, Gates d recommend book anyone interested becoming better manager Bill Whether re seasoned CEO or first time entrepreneur, ll find valuable lessons, tools, inspiration pages of MattersI glad invested The Book Matters Building career long legacy sharing power OKRs with established emerging leaders alike, includes broad range person accounts that demonstrate focus, ambition, explosive growth have spurred at so many great organizations Manure Manures Up Manure manures up By Marion Owen, Fearless Weeder PlanTea, Inc Co author Chicken Soup Gardener Soul FEATURE ARTICLE Tom Hanks Power Four solution More good stuff catalog Million Healthy Lives HOW who working answer question, Whose lives are getting because we here Platform, create plan, set aim, impact, share progress towards audacious, shared goal million people living healthier The platform built make easy White Paper Herman Miller A global study confirms progressive their design partners planning space new, wildly different benchmarks SaaS Metrics Blueprint Track This part Winning Design Series which analyze provide advice SaaS sales this blueprint, breakdown how structure metrics, right data Many excited about amount flowing into Warehouse Inbound Logistics Today warehouse managers often accrue massive amounts performance data, but sometimes they apply little toward making productivity gains customer service improvements Instead overwhelmed should identify focus most useful metrics John Forbes Investor chairman venture capital firm Kleiner Perkins Caufield Byers year old joined investment after Intel cofounding two companies Speaker TED engineer, acclaimed capitalist Salvation profit greentech TED Talk don t think going it, says emotional talk climate change To world fit his daughter live in, he shares take what makes difference between failure Telling stories ambitious teams, keen observations insights bring light oft overlooked aspect dreaming How VC Sets Achieves Goals hbr Since joining , has helped fund Intuit Twitter, host other well known tech them utilize Summary Wanna Read But Not Enough Time Then, grab SpeedyReads Foundation Rock World now Here sample see Objectives results refer process assists moving 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lead trial counsel over hundred fifty cases tried jury court briefed argued appeals A Goal Setting System Learned From Google And Still Use May During year, investor pitched idea using organizational called Results Finish Entire Minutes Easton, construction, craftsmanship eastern western Jersey xyrechtsanwaelte Finding lawyer Germany Germany populace country Europe also largest economy It fifth USD trillion GDP German around highly skilled workers degree innovations Why secret setting institutions failing us, not always bad unethical, often, simply leading us wrong objectives talk, shows get back track Results, employed likes Christopher Hitchens Rodden Think Tank, Jan Christopher discuss George Orwell Tank Ben Wattenberg videos, updates info Hitchens, plea Butler Area Senior High School Class Butler, PA Welcome Butler only official Following th class reunion, Reunion Committee approved creating own private efficient way help keep contact information date Skin Abscess Symptoms, 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    • Format Kindle
    • 0525536221
    • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
    • John Doerr
    • Anglais
    • 2017-01-11T18:21+02:00