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Unpacking Boris
When the future is uncertain, the neat parameters of rigid goal-setting frameworks are of little help; it feels like throwing darts without a target to aim at.
Anne-Laure Le Cunff • Tiny Experiments: How to Live Freely in a Goal-Obsessed World
when setting goals, just set goals. Don’t think about how you will achieve them or what you will do if something goes wrong. When you are diagnosing problems, don’t think about how you will solve them—just diagnose them. Blurring the steps leads to suboptimal outcomes because it interferes with uncovering the true problems. The process is iterative
... See moreRay Dalio • Principles: Life and Work
Yet what the book is about is that we have a tendency in our culture, a strong tendency, to basically design everything that we do around exactly that archetype, which is that let's set a goal, stay on our objective, and then let's set some metric so we can decide how close we're going to that goal, and then let's put all our effort into just movin... See more
Patrick O'Shaughnessy • Greatness Without Goals
a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the busi
... See moreColin Bryar • Working Backwards: Insights, Stories, and Secrets from Inside Amazon
High-functioning teams thrive on a creative tension between top-down and bottom-up goal setting, a mix of aligned and unaligned OKRs.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
insist that our teams plan in terms of outcomes, then ask repeatedly: “what new behaviors did your work create that are creating value for the business?”