Measure What Matters

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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 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.

出版者:Portfolio
作者:John Doerr
出品人:
页数:336
译者:
出版时间:2018-4-24
价格:GBP 19.67
装帧:Hardcover
isbn号码:9780525536222
丛书系列:
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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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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商业的核心就是好主意加上卓越的执行。 想法很容易,执行最重要。大部分死亡的企业,往往都死在执行上。当企业还小的时候,几个、几十个员工,招呼一声,一起往前冲,这是企业发展最快的时候。而一旦进入规模,组织架构一旦多元化,信息传达衰减,组织壁垒,大公司病就都冒出来...

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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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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...  

用户评价

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五页纸就够了吧 写这么长

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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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skipped the HR part, for now. war story was exciting

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OKR最难的不在于形式,而在于figure out what to do...

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就看了一半 当时还对我司okr怀有美好骑待

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