Measure What Matters 在线电子书 pdf 下载 txt下载 epub 下载 mobi 下载 2025


Measure What Matters

简体网页||繁体网页
John Doerr 作者
Portfolio
译者
2018-4-24 出版日期
336 页数
GBP 19.67 价格
Hardcover
丛书系列
9780525536222 图书编码

Measure What Matters 在线电子书 图书标签: 管理  商业  企业管理  OKR  互联网  英文原版  Gates推荐  English   


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发表于2025-06-05


Measure What Matters 在线电子书 epub 下载 mobi 下载 pdf 下载 txt 下载 2025

Measure What Matters 在线电子书 epub 下载 mobi 下载 pdf 下载 txt 下载 2025

Measure What Matters 在线电子书 pdf 下载 txt下载 epub 下载 mobi 下载 2025



Measure What Matters 在线电子书 用户评价

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Learned a lot from this book.

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一点点big idea + 许许多多的掰开了揉碎了讲,典型美式best seller写作风格。对我来说最有意思的是a peek into how household name companies manage people and teams. 以及对照看来,律所这种professional services firm的管理模式好落后啊。

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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。

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五页纸就够了吧 写这么长

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As author says 'Ideas are easy. Execution is everything.', and OKR is a good idea, but...

Measure What Matters 在线电子书 著者简介

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.


Measure What Matters 在线电子书 图书目录


Measure What Matters 在线电子书 pdf 下载 txt下载 epub 下载 mobi 在线电子书下载

Measure What Matters 在线电子书 图书描述

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.

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Measure What Matters 在线电子书 读后感

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2019年春节前夕,百度(BIDU)内部刮起绩效风暴。这场风暴席卷百度近5万名在职员工。从最高决策层到最基层员工,无一能够置身事外。 此次绩效变革由百度元老崔珊珊推动,引入员工考核系统OKR(Objectives and Key Results),使百度全面“去KPI化”。OKR意为“目标和关键成果法...  

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为什么要OKR? -聚焦:成功的组织往往是“最大化利用现有资源,集中精力去打造顶级产品的组织” -协同:透明的OKR将每个人的工作与团队工作、部门项目以及整体组织的使命联系起来。 -追踪:在每个OKR周期对OKR进行详细的检查,包括进展情况、识别障碍、改进关键结果。 -挑战不...  

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你知道什么几乎完全不重要,如何对待你知道的、能学到的及做出业绩才是英特尔所看重的。因此,公司的口号就是:英特尔说到做到。 ——安迪·格鲁夫 过去一年的任务比起以前更加复杂和充满不确定性,没有固定的职能,也没有固定的常规活动,项目推进着推进着很容易就会走偏,很...  

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