Measure What Matters

How Google, Bono, and the Gates Foundation Rock the World with OKRs

by John Doerr

Number of pages: 320

Publisher: Portfolio

BBB Library: Operations Management

ISBN: 978-0525536222

About the Author

John Doerr is an engineer, acclaimed venture capitalist, and the chairman of Kleiner Perkins. For 37 years, John has served entrepreneurs with ingenuity and optimism, helping them build disruptive companies and bold teams. In 2018, he authored Measure What Matters, a handbook for setting and achieving audacious goals. Through his book and platform,, he shares valuable lessons from some of the most fearless innovators of our time. John was an original investor and board member at Google and Amazon, helping to create more than half a million jobs and the world’s second and third most valuable companies. He’s passionate about encouraging leaders to reimagine the future, from transforming healthcare to advancing applications of machine learning. Outside of Kleiner Perkins, John works with social entrepreneurs for change in public education, the climate crisis, and global poverty. John serves on the board of the Obama Foundation and


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.

Book Reviews

Measure What Mattersis a must-read for anyone who is serious about learning OKR.

The book provides a lot of case studies and is a great read!

If you’re unfamiliar with goal setting, thenMeasure What Mattersoffers a zero-to-one understanding on the importance of goal setting, its relationship to organization structure, and how to build business. OKRs have the super powers to focus, align, track and stretch.

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Wisdom to Share

Be patient, be resolute. Every process requires trial and error.

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.

Selective goal setting is the first line of defense against getting overextended.

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.

Sometimes a stretch goal is not as wildly aspirational as it may seem.