OKR: Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Author: John Doerr
Original Author: John Doerr
Translator: Hsu Jui-Sung
Publisher: Commonwealth Publishing
Published Date: 2019/01/30
Language: Traditional Chinese
ISBN: 9789864796335
Book Recommendation Website: http://moo.im/a/24kwJL
Preface:
You may have heard the term OKR somewhere, but why was OKR created? What exactly is the difference between OKR and the commonly heard KPI? Why did Google and Intel choose to use OKR instead of the KPI we often see? After completing the annual developer conference LINE TAIWAN TECHPULSE, in addition to the closing activities of the event, it is necessary to start setting the plan for the next year. How to effectively set a "quantifiable", "challenging", and "able to meet the team's main goals"?
So I chose to read this book, and after reading it, I really recommend that every project management personnel should read this book.
Content Introduction:
This is Doerr's most successful investment. He has initiated a new management method in the technology industry, creating world-class execution.
What is OKR? Objectives and Key Results (OKR), the former represents "what" you want to achieve, and the latter is "how" you should achieve it.
OKR has 4 superpowers:
#1: Focus on prioritizing important tasks
#2: Alignment and connection, creating teamwork
#3: Track accountability
#4: Unleash potential, achieve breakthroughs
OKR led Google from a 40-person startup to a tech giant with over 70,000 employees and a market value of $700 billion.
Introduction from DuMo: http://moo.im/a/24kwJL
This book begins by explicitly explaining that OKR is the main tool used by Google to evaluate the goals and work items of each team. OKR (Object Key Result) is explained as follows:
Improvements brought by OKR
(Object): "Objective" is what we want to achieve, neither more nor less. The objective must be important, specific, and action-oriented, and it is best to be inspiring. Properly designed and used objectives can prevent vague thinking and ambiguity in execution.
(Key Result): "Key Results" define the standards for achieving the objectives and monitor "how" we achieve them. Effective key results are not only clear, but also time-bound, ambitious, and feasible.
Next, this book begins to describe the changes brought about by many companies using OKR, including:
- Intel
- Remind
- MyFitnessPal
- Google Chrome
- Youtube
Although each case does not mention the detailed implementation methods and details of OKR, it can be understood that these companies or products have brought rapid response and powerful force through OKR. And it is pushing the people in the team towards more ambitious goals.
Delving into the details and spirit of OKR
OKR has made formal annual goals unnecessary. We need a tool that can completely revolutionize the outdated performance management system. In short, the new world of work needs a new human resource model. This system that replaces the annual performance review is continuous performance management, and the execution tool is CFR, as listed below: CFR (Conversation, Feedback, Recognition) is composed of three elements, which is a very timely, feedback-oriented, and progressive improvement tool.
If OKR makes each goal positive and measurable, CFR makes team performance considerations more frequent communication (C), and timely feedback (F) to make each work run on the right track, and through praise (R) to enhance team members' effectiveness of correct execution.
Annual evaluation is the nightmare of many companies. Because the time period is quite long (twice or once a year), many supervisors cannot record the evaluation methods in detail. They often fill in quite long written reports through vague memories to do performance evaluation related to salary. And performance evaluations are always linked to salaries, which makes many high-performing talents often hate doing performance evaluations and get low scores, while those who are good at writing reports often get high evaluations. This makes the entire performance evaluation system quite a failure, and it is often the main reason for the loss of talent.
The following chapters discuss how to replace annual performance evaluations through OKR. It shares the case of Adobe and the story of Zuma Pizza. Through these stories, people can clearly understand. Through the spirit of ORK, performance evaluation can be made more accurate, more practical, and more able to reflect the efforts of each employee.
Thoughts:
The entire arrangement of this book surprised me. In fact, from the first page to the last page, the author did not clearly write how to do OKR, but through the sharing of many cases, you can actually understand many truths of OKR from your heart, such as "goal setting", which should be from top to bottom, and should follow the mission and most important goals of the entire organization to set. When setting goals, you must also have frank and open discussions with each member, so that the goals of the entire team can be expanded into the goals of each small department according to this, to plan the "key results" of each member.
And the second chapter also discusses the difference between performance evaluation and OKR and CFR, through frequent discussions, feedback, and exaggeration. This makes many performance evaluations more effective, allowing members to be praised immediately after completing each task, and timely feedback when each is worth discussing. In this way, we can return to the core purpose of performance evaluation, hoping that each member can continue to work hard and make the organization gradually move forward (and quickly).
This book is highly recommended for you to read carefully. Whether or not you are engaged in project management or personnel organization management-related work, you should understand the essence of the entire book, so that your organization can be improved.
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