[4/4] Measure What Matters (Measure the most important. How Google, Intel, and Other Companies Achieve Growth with OKR) (Category Management)

Continuing the story of the book by John Dorr, which I started in posts 1, 2, 3 and 4 I'm going to talk about the second part of the book, "New Ways of Work."

15) Continuous performance management: OKR and CFR In this chapter, the authors propose a replacement for standard approaches to performance management. Replace annual performance review with CFR (conversations, feedback, recognition). The bottom line is that people work on their goals all year round, so it seems that the work with employee efficiency should go on continuously. The essence of this CFR is something like this.

• C (conversations) Discussions: sincere, rich and well-structured communication between the manager and the employee, designed to improve performance
• F (feedback) Feedback: two-way and interrelated communication between colleagues to assess progress and outline future improvements
• R (recognition) Recognition of worthy employees for their contribution of any scale As for me, the above approach has already become the basis, so it is not clear what the innovation of the approach is. 16) Getting rid of annual performance checks: Adobe Adobe has gone from annual review to continuous review. The only interesting thing is that the guys left the formal evaluation and ranking of employees. The manager himself determines the amount of salary and share in the company annually depending on the results of work. In general, here, as usual, it is difficult to understand the real reality of what was and became. 17) Delicious every day: Zume Pizza An example of a pizzeria that used OKR and CFR right from day one. That's a weak example for me.) 18) Culture Peter Drucker once said that culture eats strategy for breakfast. As a result, in order to achieve high goals, you need to be able to create cultural values and protect them as the company grows. The OKR helps because it is a reliable repository for leadership priorities and beliefs, and the CFRs ensure their dissemination. In this chapter, again, there are references to Andy Grove, who was an example of Intel’s highest cultural standards. Another example goes back to Project Aristotle, where the guys at Google were trying to figure out what makes a team effective. By the way, I'm already. told about this study. In general, the author concludes that

OKR and CFR provide top-down synchronization, bring teams together, and guarantee autonomy and bottom-up engagement: pillars of any living, value culture. 19) Cultural transformation: Lumeris An example of how a medical company's M&A led to two companies having to transform and actually define the culture. Formally, the company tried to launch OKR when it was in such a schizophrenic state, but it failed. Then it was decided to HR-transformation, create a new company under one brand and then with these transformations OKR went well. 20) Changing Culture: Bono, One Campaign An example of how stars can do charity work. Of course, he got into the book because of the loud name of the artist. 21) Future challenges The chapter begins with the fact that ideas are not difficult to come up with, but difficult to implement them. And OKR and CFR help with that. The author suggests thinking about them as a starting platform for entrepreneurs and innovators. The author continues to work on OKR and you can find out about it website WhatMatters.com

22. Dedication - the author tells about the coach Bill Campbell - more about him can be found in Forbes

Well, in the end, the author in the applications censored Google documents about OKR. Google: OKR Strategy and Tactics

• An approximate OKR cycle
• Discussing the quality of work
• Summary.

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