[1/4] Measure What Matters (Measure the most important. How Google, Intel, and Other Companies Achieve Growth with OKR) (Category Management)
This book by John Dorr talks about a well-known method of goal-setting called OKR. (Objectives and Key Results). Himself. John Dorre He is a billionaire venture capitalist who runs his business in a company. Kleiner Perkins. For example, he invested in Google on behalf of the company. 1999 year 12 He got a million dollars for it. 12Percentage of the company and the seat on the board of directors continued to include OKR as a method of goal-setting, which Google accepted with all its heart, so much so that the foreword to this book was written by Larry Page himself.
In general, the book is very interesting not even in terms of analyzing the approach to OKR, but as a collection of stories about how top companies adopted this method. The book consists of two parts: OKR in action and new methods of work.
**Part part 1. OKR in action
- Google: Let me introduce you to OKR!** In this chapter, the author talks about the basic concepts of OKR and how he sold them to the guys at Google while they were still a small startup. The four superpowers of OKR, as John Dorr calls them, are
- Prioritization and commitments
- Synchronization and transparency
- Monitoring Striving for outstanding results n Continuous productivity management is also important. (Not once a year.)It's also the right culture.
2) Author of OKR. In this chapter, the author recalls his teacher Andy Grove, who long led Intel. At the time, John worked at the company and saw Andy take an extended approach. MBO (Management by Objectives)It was popularized by Peter Drucker. But Andy Grove twisted it to point key results to goals, which allowed John to say that OKR came up with Andy. As a result, the entire chapter provides examples of the moment when Intel struggled for existence, moving from memory development to microprocessor development. Andy wrote about it in his book Only the Paranoid Survive. ("Only the paranoid survive.")which I mean told earlier. By the way, Andy has another cool book, High Output Management, which is more than forty years old.
3) Operation Crush: Intel. The story of how Intel, having the worst product (chip 8086)Through marketing efforts and focusing everyone at the company, OKR defeated Motorola. (motorola 68000). This is how the x86 architecture started, not with the success of the technology, but with the success of marketing.) Details can be read here. But the bottom line is that Motorola failed to respond to a competitor’s aggressive marketing and missed the market. It’s interesting to compare it to the state of Intel right now, which is similarly losing the battle for the chip market.
4) Superpower. 1: prioritization and circumstances. OKR should answer the questions: what are the priorities of the company in the near future, where people should direct their efforts. OKRs are made up of goals that provide inspiration and aspiration for new horizons, and key results contain more down-to-earth metrics that let us know if we’ve achieved the goal. Key results should be concise, specific and measurable, and all key results should lead to the goal. OKR doesn't have to be much. (three)They should also be meaningful – do not write daily duties or make a wish list of them.
Continuation of the review in the following posts.
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