MEASURE WHAT MATTERS (MR-EXP) (英語) ペーパーバック – 2018/4/24
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#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 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 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.
“I’d recommend John’s book for anyone interested in becoming a better manager.”
“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
Some of the best parts of the book are the mini case studies from a variety of companies. One of the biggest complaints I hear from founders about OKRs is that it works for Google because, well, Google is *Google*. By letting you hear from founders in their own words - from small startups to fast-growth startups to non-profits - John makes it easy for the reader to model how OKRs could work at their company. It's not just Google: Doerr shows how any ambitious, outcome-oriented organization can benefit from implementing OKRs.
Anyone who wants to understand what makes Silicon Valley tick will learn a lot from this book. So many of the giants from the last fifty years are captured in these pages – as relayed by John, their commitment and ambition shine through. John makes clear that they also shared an embrace of a simple framework for setting goals and communicating throughout their organization – which should be encouraging for any founder who wants to know how to build similarly effective organizations.
(Disclaimer: a brief anecdote involving me is included in the book. I didn't tell John I was writing this review ahead of time - I bought the book last night and wanted to share my thoughts.)
Many business books talk about the organizational brilliance of Andy Grove's Intel, Google, disruptive startups, and high-performing charities. This one actively teaches you how to mimic their organizational brilliance. The book distinguishes itself by providing clear examples of how OKRs help organizations achieve their full potential. Primary source documents, including internal memos, show how Intel CEO Andy Grove used OKRs to rapidly respond to competitive threats.
As an admirer of Google, I enjoyed learning how OKRs were used at key points in its history. When Google employed 25 people, CEO Larry Page set OKRs for every engineer. When Chrome sought to disrupt the browser market, OKRs enhanced the product team’s creativity. When YouTube sought to establish its own identity within Google, OKRs helped the team set appropriate business goals. It’s really nice that specific OKRs from Google’s history are included in the book.
Some people mistakenly believe that OKRs only work for Google, and the book provides clear examples of how OKRs were successfully implemented by startups, large corporations, and non-profit organizations. Entrepreneurs will enjoy learning how fitness, education, healthcare, and food delivery startups used OKRs to find new markets and manage their expanding headcount. Fans of corporate transformations will enjoy learning how OKRs led to human resources and technology process overhauls at some of the world's largest companies. Non-profit leaders will enjoy learning how the Bill & Melinda Gates Foundation and Bono used OKRs to impact millions.
All in all, I found the chapters to be short yet impactful, and arranged in a logical sequence. I particularly liked that as the book progresses, it provides clear examples of how to overcome the nuances of implementing OKRs. I felt my OKR-setting muscles getting stronger by the end of the book.
For some weird reasons, I did not enjoy reading the examples very much. Probably because of a mismatch between the book title and my expectations.
I was expecting more of a guide to defining great OKRs within an organization - more of a handbook or practical best practices kind of resource. Such as, how do you define KRs for a software development product? How do you balance between top-down and bottom-up ideas in the OKRs definition process? Etc.
In the end, I felt that some of the examples, especially the OKRs in some of the examples, were lacking in terms of practical details. They were more like stories to demonstrate the versatility of OKRs. And some of the KRs did not seem very measurable to me.
The resources at the end was useful.
Overall, I felt that the book could have been more concise, and the resources at the end could be elaborated more.