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Measure What Matters: OKRs: The Simple Idea that Drives 10x Growth Kindle Edition
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--Bill Gates "Whether 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 Matters deserves 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 Matters shows 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 Jobs and Leonardo da Vinci "I'm a big believer in John Doerr's simple yet effective OKR system--I've seen it work firsthand! I encourage every business leader to read Measure What Matters in 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 Matters is a must read for anyone motivated to improve their organization."
--Former Vice President Al Gore "Measure What Matters takes you behind the scenes for the creation of Intel's powerful OKR system--one of Andy Grove's finest legacies."
--Gordon Moore, cofounder of Intel "Measure What Matters will 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 Matters is a gift to every leader or entrepreneur who wants a more 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 Matters is an essential handbook for both small and large organizations; the methods described will definitely drive great execution."
--Diane Greene, CEO of Google Cloud --This text refers to an alternate kindle_edition edition.
- ASIN : B078X4HKS9
- Publisher : Penguin; 1st edition (24 April 2018)
- Language : English
- File size : 21795 KB
- Text-to-Speech : Enabled
- Enhanced typesetting : Enabled
- X-Ray : Enabled
- Word Wise : Enabled
- Print length : 289 pages
- Best Sellers Rank: 10,397 in Kindle Store (See Top 100 in Kindle Store)
- Customer Reviews:
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For example: the Key Result part of an OKR is supposed to measure the SYMPTOMS of a successful objective (if the objective was achieved, what symptoms could we observe and measure).
Here are some typical examples of OKRs provided:
p74 Objective: continue to build a world-class team.
KR: Recruit 10 engineers
Sorry, but "Recruit 10 engineers" is an Initiative/activity. Quantity is a terrible measure of a successful "world-class team"
p108 Objective: Modernise, rationalise, secure the technology used to run the business in Inuit.
KR1: Complete the migration of... [this is an activity and it doesn't measure the objective!]
KR2: Deliver billing platform...[this is an activity and it doesn't measure the objective!]
KR3: Compete onboarding of...[this is an activity and it doesn't measure the objective!]
KR4: Create a retirement plan for legacy systems [this is not even an activity, it's just a plan!]
KR5: Draft and get alignment ... on roadmaps... [another plan!]
How do ANY of these Key Results measure the symptoms of the fact that we've "modernised"?
In fact, why does the customer care about any of this? They don't care if you've modernized your systems one little bit! The objective should be something the customer cares about.
The thing that surprised me is that this was published in 2018.
This is a HISTORY book NOT a guide to measuring the things that matter.
However, the author gets too carried away at time implying that OKR will cover all the perils of business management.
The book is lopsided from an overall business management perspective. From OKRs usability only, its great read
In short, the book is definitely worth the time and money.
Top reviews from other countries
Sadly the book fails to go into any depth about how to make the most important phase, implementation, possible. There are also 2 concerns which really calls into question the practicalness and authenticity of the book.
1. John recommends that we separate OKRs from employee compensation/bonuses. That's fine - I'm willing to give that a shot. But doesn't actually say what a practical alternative approach should actually be. He mentions that instead of combining performance reviews, goals, and bonuses into one group... they should be 3 separate groups (performance reviews = feedback sessions, goals = OKRs, bonuses = bonuses) which form part of your judgement on whether to give bonuses or not effectively taking the hard facts out of how compensation is given and making it based on opinion. Exactly why he says later in the book that annual performance reviews don't work! (because they're based on opinion).
2. The more alarming issue is that towards the end of the book John very coyly mentions that BetterWorks' software is helping companies adopt the OKR methodology more effectively and that organisations should really think about what tech they can use to make sure OKR adoption succeeds in the business. John fails to disclose (at least during that chapter) that he in-fact is an investor in BetterWorks! The book basically feels like a 280 page whitepaper written to desperately try to help BetterWorks get more sales.
If you want to learn more about OKRs and how they work, there's a great 50 minute YouTube video by Google about how they use them. Save yourself the money and time and watch that instead.
The book basically just says prioritize, take care of goal conflicts, have some safe, some stretch and limit your goals.
None of the stories tell what problem OKRs actually solved, how the right OKRs where found and if OKRs made a difference at all. The book does neither give a framework nor an actionable approach to triage the right things to measure.
If the objective of this book is to help people utilizing OKRs in practice, the (key) result is a spectacular failure.
John Doerr philosophy of "Ideas are easy . Execution is Everything" is interwoven throughout this the book. This is a reassuring theme of other books and I remembered this idea being put forward in Sir Ronald Cohen's The Second Bounce Of The Ball: Turning Risk Into Opportunity .
John Doerr's book is truly exceptional, detailing how he brought the concept of Objectives and Key Results to Google, something he used at both Intel and Sun.
As with his philosophy, the execution of defining both Objectives and Key Results is the main focus and through the many case studies which he features in his book as to how the strategy has been successfully implemented in other well known and successful technology companies, this is clear in the Google OKR playbook section near the end of his book where he says Objectives and Key Results written poorly are a waste of time.
This book will be of most use for those involved in technology startups, like myself because the examples given are directly applicable to familiar concepts like agile and continuous improvement and iteration however any business owner or manager, who truly wants to grow their business will find this book useful.
To judge by the people whose testimonials he has drafted to bolster / showcase the validity of his method (Objectives and Key Results, OKR for short), he was clearly running out of time to do so: sure, the foreword for the book was penned by none other than Larry Page, but Bill Gates and Bono are no longer red hot, let us say.
I did almost cry when I realized what Nuna means in Korean and how it relates to the name of one of Doerr’s latest investments, but the next Google or Sun Microsystems it ain’t and neither is robot-made pizza. And the main reason I almost cried is I read this on the airplane.
For a reason: this is airplane reading!
To wit (and I quote from page 273):
Four Superpowers of OKRs
1. Focus and Commit to Priorities
2. Align and Connect for Teamwork
3. Track for Accountability
4. Stretch for Amazing
Continuous Performance Management
Importance of Culture
---> Not something you’d be want to be caught reading on terra firma, then. Or underground, on the tube, for that matter!