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

For example, “We will achieve a certain OBJECTIVE as measured by the following KEY RESULTS. . . .” Bill’s a.m.b made the implicit explicit to all.

Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”)

So I’d come to a philosophy, my mantra: Ideas are easy. Execution is everything.

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, founder and CEO of VMware, Alphabet board member, and CEO of Google Cloud

to log anyone dragging in after 8:05—we

Engineers struggle with goal setting in two big ways. They hate crossing off anything they think is a good idea, and they habitually underestimate how long it takes to get things done.

Tie recognition to company goals and strategies.

At Intel, he went on, “we tend to be exactly the opposite. It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.”

“This is the process we use,” I said, “and I’m showing you our objectives and key results. You need to let me know if you see anything missing, or if you think we’re working on the wrong things.”