Measure What Matters
How Google, Bono, and the Gates Foundation Rock the World with OKRs
(Sprache: Englisch)
#1 New York Times Bestseller
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth-and how it can help any organization...
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth-and how it can help any organization...
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#1 New York Times BestsellerLegendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth-and how it can help any organization thrive.
In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 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 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. Wherever the process was faithfully practiced, it worked.
In this goal-setting system, 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 shares a broad range of first-person, behind-the-scenes case studies, with
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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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1Google, Meet OKRs
If you don't know where you're going, you might not get there.
Yogi Berra
On 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 listened and 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 more; 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 more 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
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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 measu
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 measu
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Autoren-Porträt von John Doerr
John Doerr; Foreword by Larry Page
Bibliographische Angaben
- Autor: John Doerr
- 2018, Internationale Ausgabe, 320 Seiten, mit Abbildungen, Masse: 20,8 x 13,9 cm, Kartoniert (TB), Englisch
- Verlag: Penguin US
- ISBN-10: 0525538348
- ISBN-13: 9780525538349
- Erscheinungsdatum: 19.04.2018
Sprache:
Englisch
Pressezitat
I d recommend John s book for anyone interested in becoming a better manager. 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
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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
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
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