Measure What Matters
How Google, Bono, and the Gates Foundation Rock the World with OKRs
Editorial Review
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. This book will help a new generation of leaders capture the same magic.
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Wisdom to Share
A tool, not a weapon. The OKR system is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base performance review.
Dare to fail. Output will tend to be greater when everybody strives for a level of achievement beyond their immediate grasp.
Don’t allow the perfect to be the enemy of the good. Remember that an OKR can be modified or even scrapped at any point in its cycle. Sometimes the “right” key results surface weeks or months after a goal is put into play.
For an OKR to function effectively, the team deploying it—whether a group of top executives or an entire organization—must adopt it universally.
By definition, OKRs are open and visible to all parts of an organization, to each level of every department. As a result, companies that stick with them become more coherent.
OKRs push us far beyond our comfort zones. They lead us to achievements on the border between abilities and dreams. They unearth fresh capacity, hatch more creative solutions, and revolutionize business models.
Conservative goal setting stymies innovation. And innovation is like oxygen: You cannot win without it.
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