For them to make a real impact, however, they had to try and fail fast, track their progress, and measure what mattered. Execution is everything. OKRs ensure that a company focuses its efforts on the same important issues throughout the organisation.
Objectives are significant, concrete, action-oriented, and ideally inspirational. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. Objectives are the stuff of inspiration and far horizons. Key Results are more earthbound and metric-driven. They typically include hard numbers for one or more gauges: revenue, growth, active users, quality, safety, market share, customer engagement.
Measuring what matters begins with the question: What is most important for the next three or six, or twelve months? Successful organisations focus on the initiatives that can make a real difference, deferring less urgent ones.
Their leaders commit to those choices in word and deed. By standing firmly behind a few top-line OKRs, they give their teams a compass and a baseline for assessment. If you ask your team, will they be able to identify the top priorities of the company? For superior performance, top-line goals must be clearly understood throughout the organisation. A three-month horizon curbs procrastination, boosts focus, and leads to real performance gains.
For smaller, fast-growing startups, OKRs help founders keep firing themselves from jobs they did in the beginning. Initially many founders handle accounting, payroll, admin etc. OKRs help founders focus on product, strategy, and team management, the big-picture objectives.
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 s as an engineer at Intel, where the legendary 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. Ideally books like this are not really easy to come by online easily, but I believe the information, will be very useful. The startup was Google. Since then Doerr has introduced OKRs to more than fifty companies, helping tech giants and charities exceed all expectations.
OKRs focus effort, foster coordination and enhance workplace satisfaction. In Measure What Matters, Doerr shares 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. Measure What Matters shows how any organization or team can aim high, move fast, and excel. Measure What Matters deserves to be fully embraced by every person responsible for performance, in any walk of life.
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