(EBOOK/EPUB) [Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs]

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  • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
  • John Doerr
  • Anglais
  • 20 October 2020
  • 0525536221

John Doerr ☆ 3 review

John Doerr ☆ 3 review Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs review ´ eBook or Kindle ePUB Google Meet OKRsIf you don t know where you re going you might not get thereYogi BerraOn a fall day in in the heart of Silicon Valley I arrived at a two story L shaped structure off the freeway It was young Google s headuarters and I d come with a giftThe company had leased the building two months earlier outgrowing a space above an ice cream parlor in downtown Palo Alto Two months before that I d placed my biggest bet in nineteen years as a venture capitalist an million wager for percent of a start up by a pair of Stanford grad school dropouts I joined Google s board I was committed financially and emotionally to do all I could to help it succeedBarely a year after incorporating Google had planted its flag to organize the world s information and make it universally accessible and useful That might have sounded grandiose but I had confidence in Larry Page and Sergey Brin They were self assured even brash but also curious and thoughtful They listenedand they deliveredSergey was exuberant mercurial strongly opinionated and able to leap intellectual chasms in a single bound A Soviet born immigrant he was a canny creative negotiator and a principled leader Sergey was restless always pushing forhe might drop to the floor mid meeting for a set of push upsLarry was an engineer s engineer the son of a computer science pioneer He was a soft spoken nonconformist a rebel with a x cause to make the internet exponentiallyrelevant While Sergey crafted the commerce of technology Larry toiled on the product and imagined the impossible He was a blue sky thinker with his feet on the groundEarlier that year when the two of them came to my office to pitch me their PowerPoint deck had just seventeen slides and only two with numbers They added three cartoons just to flesh out the deck Though they d made a small deal with the Washington Post Google had yet to unlock the value of keyword targeted ads As the eighteenth search engine to arrive on the web the company was way late to the party Ceding the competition such a long head start was normally fatal especially in technologyBut none of that stopped Larry from lecturing me on the poor uality of search in the market and how much it could be improved and how much bigger it would be tomorrow He and Sergey had no doubt they would break through never mind their lack of a business plan Their PageRank algorithm was that much better than the competition even in beta testingI asked them How big do you think this could be I d already made my private calculation If everything broke right Google might reach a market cap of billion But I wanted to gauge their dreamsAnd Larry responded Ten billion dollars Just to be sure I said You mean market cap right And Larry shot back No I don t mean market cap I mean revenue I was floored Assuming a normal growth rate for a profitable tech firm billion in revenue would imply a billion market capitalization That was the province of Microsoft and IBM and Intel That was a creature rarer than a unicorn There was no braggadocio to Larry only calm considered judgment I didn t debate him I was genuinely impressed He and Sergey were determined to change the world and I believed they had a shotLong before Gmail or Android or Chrome Google brimmed with big ideas The founders were uintessential visionaries with extreme entrepreneurial energy What they lacked was management experience For Google to have real impact or even to reach liftoff they would have to learn to make tough choices and keep their team on track Given their healthy appetite for risk they d need to pull the plug on losers to fail fastNot least they would need timely relevant data To track their progress To measure what matteredAnd so On that balmy day in Mountain View I came with my present for Google a sharp edged tool for world class execution I d first used it in the s as an engineer at Intel where Andy Grove the greatest manager of his or any era drove the best run company I had ever seen Since joining Kleiner Perkins the Menlo Park VC firm I had proselytized Grove s gospel far and wide to fifty companies orTo be clear I have the utmost reverence for entrepreneurs I m an inveterate techie who worships at the altar of innovation But I d also watched too many start ups struggle with growth and scale and getting the right things done So I d come to a philosophy a mantra Ideas are easy Execution is everythingIn the early s I took a fourteen month sabbatical from Kleiner to lead the desktop division at Sun Microsystems Suddenly I found myself in charge of hundreds of people I was terrified Andy Grove s system was my bastion in a storm a source of clarity in every meeting I led It empowered my executive team and rallied the whole operation Yes we made our share of mistakes But we also achieved amazing things including a new RISC microprocessor architecture to secure Sun s lead in the workstation market That was my personal proof point for what I was bringing all these years later to GoogleThe practice that molded me at Intel and saved me at Sun that still inspires me today is called OKRs Short for Objectives and Key Results it s a collaborative goal setting protocol for companies teams and individuals Now OKRs are not a silver bullet They cannot substitute sound judgment strong leadership or a creative workplace culture But if those fundamentals are in place OKRs can guide you to the mountaintopLarry and Sergeywith Marissa Mayer Susan Wojcicki Salar Kamangar and thirty or so others pretty much the whole company at the timegathered to hear me out They stood around the ping pong table which doubled as their boardroom table or sprawled in beanbag chairs dormitory style My first PowerPoint slide defined OKRs A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization An OBJECTIVE I. رموز کف شناسی re going you might not get thereYogi BerraOn a fall day in in the heart of Silicon Valley I arrived at a two story L shaped structure off the freeway It was young Google s headuarters and I d come with a giftThe company had leased the building two months earlier outgrowing a space above an ice cream parlor in downtown Palo Alto Two months before that I d placed my biggest bet in nineteen years as a venture capitalist an million wager for percent of a start up by a pair of Stanford grad school dropouts I joined Google s board I was committed financially and emotionally to do all I could to help it succeedBarely a year after incorporating Google had planted its flag to organize the world s information and make it universally accessible and useful That might have sounded grandiose but I had confidence in Larry Page and Sergey Brin They were self assured even brash but also curious and thoughtful They listenedand they deliveredSergey was exuberant mercurial strongly opinionated and able to leap intellectual chasms in a single bound A Soviet born immigrant he was a canny creative negotiator and a principled leader Sergey was Understanding Action Learning restless always pushing forhe might drop to the floor mid meeting for a set of push upsLarry was an engineer s engineer the son of a computer science pioneer He was a soft spoken nonconformist a Master Cleanse rebel with a x cause to make the internet exponentiallyrelevant While Sergey crafted the commerce of technology Larry toiled on the product and imagined the impossible He was a blue sky thinker with his feet on the groundEarlier that year when the two of them came to my office to pitch me their PowerPoint deck had just seventeen slides and only two with numbers They added three cartoons just to flesh out the deck Though they d made a small deal with the Washington Post Google had yet to unlock the value of keyword targeted ads As the eighteenth search engine to arrive on the web the company was way late to the party Ceding the competition such a long head start was normally fatal especially in technologyBut none of that stopped Larry from lecturing me on the poor uality of search in the market and how much it could be improved and how much bigger it would be tomorrow He and Sergey had no doubt they would break through never mind their lack of a business plan Their PageRank algorithm was that much better than the competition even in beta testingI asked them How big do you think this could be I d already made my private calculation If everything broke Star Wars The Force Awakens #3 right Google might Une adolescence reach a market cap of billion But I wanted to gauge their dreamsAnd Larry Taken by the Alien responded Ten billion dollars Just to be sure I said You mean market cap Ratu Bergaun Hitam (Sersan Grung Grung) right And Larry shot back No I don t mean market cap I mean Alcohol revenue I was floored Assuming a normal growth The Book of Robert E Howard Book 1 rate for a profitable tech firm billion in Maynards Industrial Engineering Handbook McGraw Hill Standard Handbooks revenue would imply a billion market capitalization That was the province of Microsoft and IBM and Intel That was a creature Our Heritage A Brief History of the Church of Jesus Christ of Latter day Saints rarer than a unicorn There was no braggadocio to Larry only calm considered judgment I didn t debate him I was genuinely impressed He and Sergey were determined to change the world and I believed they had a shotLong before Gmail or Android or Chrome Google brimmed with big ideas The founders were uintessential visionaries with extreme entrepreneurial energy What they lacked was management experience For Google to have The Tournament A Novel of the 20th Century real impact or even to The Prize reach liftoff they would have to learn to make tough choices and keep their team on track Given their healthy appetite for Kepple risk they d need to pull the plug on losers to fail fastNot least they would need timely The Second Book of Robert E Howard run company I had ever seen Since joining Kleiner Perkins the Menlo Park VC firm I had proselytized Grove s gospel far and wide to fifty companies orTo be clear I have the utmost The Vampire Stories of R Chetwynd Hayes reverence for entrepreneurs I m an inveterate techie who worships at the altar of innovation But I d also watched too many start ups struggle with growth and scale and getting the Of Mice and Men right things done So I d come to a philosophy a mantra Ideas are easy Execution is everythingIn the early s I took a fourteen month sabbatical from Kleiner to lead the desktop division at Sun Microsystems Suddenly I found myself in charge of hundreds of people I was terrified Andy Grove s system was my bastion in a storm a source of clarity in every meeting I led It empowered my executive team and Tom Goes to Kindergarten rallied the whole operation Yes we made our share of mistakes But we also achieved amazing things including a new RISC microprocessor architecture to secure Sun s lead in the workstation market That was my personal proof point for what I was bringing all these years later to GoogleThe practice that molded me at Intel and saved me at Sun that still inspires me today is called OKRs Short for Objectives and Key Results it s a collaborative goal setting protocol for companies teams and individuals Now OKRs are not a silver bullet They cannot substitute sound judgment strong leadership or a creative workplace culture But if those fundamentals are in place OKRs can guide you to the mountaintopLarry and Sergeywith Marissa Mayer Susan Wojcicki Salar Kamangar and thirty or so others pretty much the whole company at the timegathered to hear me out They stood around the ping pong table which doubled as their boardroom table or sprawled in beanbag chairs dormitory style My first PowerPoint slide defined OKRs A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization An OBJECTIVE I.

read Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

John Doerr ☆ 3 review Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs review ´ eBook or Kindle ePUB Few preconceptions about running a business they knew that writing goals down would make them real They loved the notion of laying out what mattered most to them on one or two succinct pages and making it public to everyone at Google They intuitively grasped how OKRs could keep an organization on course through the gales of competition or the tumult of a hockey stick growth curveAlong with Eric Schmidt who two years later became Google s CEO Larry and Sergey would be tenacious insistent even confrontational in their use of OKRs As Schmidt told author Steven Levy Google s objective is to be the systematic innovator of scale Innovator means new stuff And scale means big systematic ways of looking at things done in a way that s reproducible Together the triumvirate brought a decisive ingredient for OKR success conviction and buy in at the top As an investor I am long on OKRs As Google and Intel alumni continue to migrate and spread the good word hundreds of companies of all types and sizes are committing to structured goal setting OKRs are Swiss Army knives suited to any environment We ve seen their broadest adoption in tech where agility and teamwork are absolute imperatives In addition to the firms given the floor in this book OKR adherents include AOL Dropbox LinkedIn Oracle Slack Spotify and Twitter But the system has also been adopted by household names far beyond Silicon Valley Anheuser Busch BMW Disney Exxon Samsung In today s economy change is a fact of life We cannot cling to what s worked and hope for the best We need a trusty scythe to carve a path ahead of the curveAt smaller start ups where people absolutely need to be pulling in the same direction OKRs are a survival tool In the tech sector in particular young companies must grow uickly to get funding before their capital runs dry Structured goals give backers a yardstick for success We re going to build this product and we ve certified the market by talking to twenty five customers and here s how much they re willing to pay At medium size rapidly scaling organizations OKRs are a shared language for execution They clarify expectations What do we need to get done and fast and who s working on it They keep employees aligned vertically and horizontallyIn larger enterprises OKRs are neon lit road signs They demolish silos and cultivate connections among far flung contributors By igniting frontline autonomy they give rise to fresh solutions And they keep even the most successful organizations stretching forSimilar benefits accrue in the not for profit world At the Bill Melinda Gates Foundation a billion start up OKRs deliver the real time data Bill Gates needs to wage war against malaria polio and HIV Sylvia Mathews Burwell a Gates alumna ported the process to the federal Office of Management and Budget and later to the Department of Health and Human Services where it helped the US government fight EbolaId recommend Johns book for anyone interested in becoming a better manager Bill GatesWhether 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 Mattersdeserves 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 Mattersshows how any organization or team can aim high move fast and excel Sheryl Sandberg Facebook COO and founder of LeanIn and OptionB 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 Jobsand Leonardo da Vinci Im a big believer in John Doerrs simple yet effective OKR systemIve seen it work firsthand I encourage every business leader to read Measure What Mattersin order to learn some real and practical secrets for success Anne Wojcicki founder and CEO of andMe 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 Mattersis a must read for anyone motivated to improve their organization Former Vice President Al Gore Measure What Matterstakes you behind the scenes for the creation of Intels powerful OKR systemone of Andy Groves finest legacies Gordon Moore cofounder of Intel Measure What Matterswill 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 Mattersis a gift to every leader or entrepreneur who wants atransparent 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 Mattersis an essential handbook for both small and large organizations the methods described will definitely drive great execution Diane Greene CEO of Google Cloud. Une adolescence running a business they knew that writing goals down would make them Taken by the Alien real They loved the notion of laying out what mattered most to them on one or two succinct pages and making it public to everyone at Google They intuitively grasped how OKRs could keep an organization on course through the gales of competition or the tumult of a hockey stick growth curveAlong with Eric Schmidt who two years later became Google s CEO Larry and Sergey would be tenacious insistent even confrontational in their use of OKRs As Schmidt told author Steven Levy Google s objective is to be the systematic innovator of scale Innovator means new stuff And scale means big systematic ways of looking at things done in a way that s Ratu Bergaun Hitam (Sersan Grung Grung) reproducible Together the triumvirate brought a decisive ingredient for OKR success conviction and buy in at the top As an investor I am long on OKRs As Google and Intel alumni continue to migrate and spread the good word hundreds of companies of all types and sizes are committing to structured goal setting OKRs are Swiss Army knives suited to any environment We ve seen their broadest adoption in tech where agility and teamwork are absolute imperatives In addition to the firms given the floor in this book OKR adherents include AOL Dropbox LinkedIn Oracle Slack Spotify and Twitter But the system has also been adopted by household names far beyond Silicon Valley Anheuser Busch BMW Disney Exxon Samsung In today s economy change is a fact of life We cannot cling to what s worked and hope for the best We need a trusty scythe to carve a path ahead of the curveAt smaller start ups where people absolutely need to be pulling in the same direction OKRs are a survival tool In the tech sector in particular young companies must grow uickly to get funding before their capital Alcohol runs dry Structured goals give backers a yardstick for success We The Book of Robert E Howard Book 1 re going to build this product and we ve certified the market by talking to twenty five customers and here s how much they Maynards Industrial Engineering Handbook McGraw Hill Standard Handbooks re willing to pay At medium size Our Heritage A Brief History of the Church of Jesus Christ of Latter day Saints rapidly scaling organizations OKRs are a shared language for execution They clarify expectations What do we need to get done and fast and who s working on it They keep employees aligned vertically and horizontallyIn larger enterprises OKRs are neon lit The Tournament A Novel of the 20th Century road signs They demolish silos and cultivate connections among far flung contributors By igniting frontline autonomy they give The Prize rise to fresh solutions And they keep even the most successful organizations stretching forSimilar benefits accrue in the not for profit world At the Bill Melinda Gates Foundation a billion start up OKRs deliver the Kepple real time data Bill Gates needs to wage war against malaria polio and HIV Sylvia Mathews Burwell a Gates alumna ported the process to the federal Office of Management and Budget and later to the Department of Health and Human Services where it helped the US government fight EbolaId The Second Book of Robert E Howard 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 Mattersdeserves to be fully embraced by every person The Vampire Stories of R Chetwynd Hayes 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 Of Mice and Men 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 Mattersshows how any organization or team can aim high move fast and excel Sheryl Sandberg Facebook COO and founder of LeanIn and OptionB In this indispensable book the most important venture capitalist of our era Tom Goes to Kindergarten 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 Jobsand Leonardo da Vinci Im a big believer in John Doerrs simple yet effective OKR systemIve seen it work firsthand I encourage every business leader to The History of the Decline and Fall of the Roman Empire Volume II read Measure What Mattersin order to learn some The Complete Idiot's Guide to Adoption real and practical secrets for success Anne Wojcicki founder and CEO of andMe 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 Mattersis a must The Damned Never Die read for anyone motivated to improve their organization Former Vice President Al Gore Measure What Matterstakes you behind the scenes for the creation of Intels powerful OKR systemone of Andy Groves finest legacies Gordon Moore cofounder of Intel Measure What Matterswill 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 Scholastic Success with 2nd Grade Workbook results can align organizations and motivate high performance Jonathan Levin dean of Stanford Graduate School of Business Measure What Mattersis a gift to every leader or entrepreneur who wants atransparent 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 Mattersis an essential handbook for both small and large organizations the methods described will definitely drive great execution Diane Greene CEO of Google Cloud.

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John Doerr ☆ 3 review Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs review ´ eBook or Kindle ePUB Explained is simply WHAT is to be achieved noand no less By definition objectives are significant concrete action oriented and ideally inspirational When properly designed and deployed they re a vaccine against fuzzy thinking and fuzzy executionY RESULTS benchmark and monitor HOW we get to the objective Effective KRs are specific and time bound aggressive yet realistic Most of all they are measurable and verifiable As prize pupil Marissa Mayer would say It s not a key result unless it has a number You either meet a key result s reuirements or you don t there is no gray area no room for doubt At the end of the designated period typically a uarter we declare the key result fulfilled or not Where an objective can be long lived rolled over for a year or longer key results evolve as the work progresses Once they are all completed the objective is necessarily achieved And if it isn t the OKR was poorly designed in the first place My objective that day I told the band of young Googlers was to build a planning model for their company as measured by three key results KR I would finish my presentation on time We d create a sample set of uarterly Google OKRs I d gain management agreement for a three month OKR trialBy way of illustration I sketched two OKR scenarios The first involved a fictional football team whose general manager cascades a top level objective down through the franchise org chart The second was a real life drama to which I d had a ringside seat Operation Crush the campaign to restore Intel s dominance in the microprocessor market We ll delve into both in detail later on I closed by recapping a value proposition that is no less compelling today OKRs surface your primary goals They channel efforts and coordination They link diverse operations lending purpose and unity to the entire organizationI stopped talking at the ninety minute mark right on time Now it was up to Google In the Harvard Business School published a paper titled Goals Gone Wild It led with a catalog of examples of destructive goal pursuit exploding Ford Pinto fuel tanks wholesale gouging by Sears auto repair centers Enron s recklessly inflated sales targets the Mount Everest disaster that left eight climbers dead Goals the authors cautioned were a prescription strength medication that reuires careful dosingand close supervision They even posted a warning label Goals may cause systematic problems in organizations due to narrowed focus unethical behavior increased risk taking decreased cooperation and decreased motivation The dark side of goal setting could swamp any benefits or so their argument wentThe paper struck a chord and is still widely cited Its caveat is not without merit Like any management system OKRs may be executed well or badly the aim of this book is to help you use them well But make no mistake For anyone striving for high performance in the workplace goals are very necessary thingsIn the year Intel opened shop a psychology professor at the University of Maryland cast a theory that surely influenced Andy Grove First said Edwin Locke hard goals drive performanceeffectively than easy goals Second specific hard goals produce a higher level of output than vaguely worded admonitions to do your bestIn the intervening half centurythan a thousand studies have confirmed Locke s discovery as one of the most tested and proven ideas in the whole of management theory Among experiments in the field percent confirm that productivity is enhanced by well defined challenging goalsYear after year Gallup surveys attest to a worldwide employee engagement crisis Less than a third of US workers are involved in enthusiastic about and committed to their work and workplace Of those disengaged millionsthan half would leave their company for a raise of percent or less In the technology sector two out of three employees think they could find a better job inside of two monthsIn business alienation isn t an abstract philosophical problem it saps the bottom line More highly engaged work groups generateprofit and less turnover According to Deloitte the management and leadership consulting firm issues of retention and engagement have risen to No in the minds of business leaders second only to the challenge of building global leadership But exactly how do you build engagement A two year Deloitte study found that no single factor hasimpact than clearly defined goals that are written down and shared freely Goals create alignment clarity and job satisfaction Goal setting isn t bulletproof When people have conflicting priorities or unclear meaningless or arbitrarily shifting goals they become frustrated cynical and demotivated An effective goal management system an OKR system links goals to a team s broader mission It respects targets and deadlines while adapting to circumstances It promotes feedback and celebrates wins large and small Most important it expands our limits It moves us to strive for what might seem beyond our reachAs even the Goals Gone Wild crowd conceded goals can inspire employees and improve performance That in a nutshell was my message for Larry and Sergey and companyAs I opened the floor for uestions my audience seemed intrigued I guessed they might give OKRs a try though I couldn t have foreseen the depth of their resolve Sergey said Well we need to have some organizing principle We don t have one and this might as well be it But the marriage of Google and OKRs was anything but random It was a great impedance match a seamless gene transcription into Google s messenger RNA OKRs were an elastic data driven apparatus for a freewheeling data worshipping enterprise They promised transparency for a team that defaulted to open open source open systems open web They rewarded good fails and daring for two of the boldest thinkers of their timeGoogle meet OKRs a perfect fit While Larry and Sergey had.