Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
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- Create Date：2021-05-16 08:55:00
- Update Date：2025-09-06
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- Author：John E. Doerr
- ISBN：0525536221
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Summary
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results （OKRs） has helped tech giants from Intel to Google achieve explosive growth--and how it can help any organization thrive。
In the fall of 1999， John Doerr met with the founders of a start-up whom he'd just given $12。5 million， the biggest investment of his career。 Larry Page and Sergey Brin had amazing technology， entrepreneurial energy， and sky-high ambitions， but no real business plan。 For Google to change the world （or even to survive）， Page and Brin had to learn how to make tough choices on priorities while keeping their team on track。 They'd have to know when to pull the plug on losing propositions， to fail fast。 And they needed timely， relevant data to track their progress -- to measure what mattered。
Doerr taught them about a proven approach to operating excellence: Objectives and Key Results。 He had first discovered OKRs in the 1970s as an engineer at Intel， where the legendary Andy Grove （"the greatest manager of his or any era"） drove the best-run company Doerr had ever seen。 Later， as a venture capitalist， Doerr shared Grove's brainchild with more than fifty companies。 Wherever the process was faithfully practiced， it worked。
In this goal-setting system， objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific， measurable actions within a set time frame。 Everyone's goals， from entry level to CEO， are transparent to the entire organization。
The benefits are profound。 OKRs surface an organization's most important work。 They focus effort and foster coordination。 They keep employees on track。 They link objectives across silos to unify and strengthen the entire company。 Along the way， OKRs enhance workplace satisfaction and boost retention。
In Measure What Matters， Doerr shares a broad range of first-person， behind-the-scenes case studies， with narrators including Bono and Bill Gates， to demonstrate the focus， agility， and explosive growth that OKRs have spurred at so many great organizations。 This book will help a new generation of leaders capture the same magic。
In the fall of 1999， John Doerr met with the founders of a start-up whom he'd just given $12。5 million， the biggest investment of his career。 Larry Page and Sergey Brin had amazing technology， entrepreneurial energy， and sky-high ambitions， but no real business plan。 For Google to change the world （or even to survive）， Page and Brin had to learn how to make tough choices on priorities while keeping their team on track。 They'd have to know when to pull the plug on losing propositions， to fail fast。 And they needed timely， relevant data to track their progress -- to measure what mattered。
Doerr taught them about a proven approach to operating excellence: Objectives and Key Results。 He had first discovered OKRs in the 1970s as an engineer at Intel， where the legendary Andy Grove （"the greatest manager of his or any era"） drove the best-run company Doerr had ever seen。 Later， as a venture capitalist， Doerr shared Grove's brainchild with more than fifty companies。 Wherever the process was faithfully practiced， it worked。
In this goal-setting system， objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific， measurable actions within a set time frame。 Everyone's goals， from entry level to CEO， are transparent to the entire organization。
The benefits are profound。 OKRs surface an organization's most important work。 They focus effort and foster coordination。 They keep employees on track。 They link objectives across silos to unify and strengthen the entire company。 Along the way， OKRs enhance workplace satisfaction and boost retention。
In Measure What Matters， Doerr shares a broad range of first-person， behind-the-scenes case studies， with narrators including Bono and Bill Gates， to demonstrate the focus， agility， and explosive growth that OKRs have spurred at so many great organizations。 This book will help a new generation of leaders capture the same magic。
Reviews
Y
，
Measure what matters is a great book written by the OKR advocator John Doerr， who learned OKR while worked at Intel in the 1970s and promoted it to be widely used in Google ~2000s。Before OKR is widely known， there are many discussion around whether vision or planning are more important or execution is more important。 MBAs are favored on describing the big pictures or directions， while the doers focus on executions。 The famous quote from Linus Torvalds， “Talk is cheap， show me the code”， is a goo Measure what matters is a great book written by the OKR advocator John Doerr， who learned OKR while worked at Intel in the 1970s and promoted it to be widely used in Google ~2000s。Before OKR is widely known， there are many discussion around whether vision or planning are more important or execution is more important。 MBAs are favored on describing the big pictures or directions， while the doers focus on executions。 The famous quote from Linus Torvalds， “Talk is cheap， show me the code”， is a good example for the mindset of the doers。In my understanding， vision， direction， planning， and execution are all important。 Execution is the 1， while vision and planning are the 0’s behind it。 Without others， we can hardly make any significant achievement efficiently， and without execution， we cannot achieve anything at all。drawingOKR （Objectives and Key Results） is an elegant tool that combines the vision， planning， and execution。Objectives defines the WHATs。 It expresses the goals and the intents。 A good objectives should be aggressive yet realistic。 It must be tangible， objective， and unambiguous; and should be obvious to a rational observer whether an objective has been achieved or not。 Additionally， the successfully achievement of an objective must provide clear value for the entity。Key results defines the Hows。 It expresses measurable milestones which will advance objectives in a useful manner to their constituents。 A clear key result must describe the outcomes instead of activities and must include evidence of completion。Cross-team OKRs should include all the groups who must materially participate in the OKR， and OKRs committing to each group’s contribution should appear explicitly in each such group’s OKRs。In addition to set the process of daily operation， OKR can also help shape a healthy culture of an organization。 An OKR culture is an accountable culture。 You don’t push toward a goal just because the boss gave you an order。 You do it because every OKR is transparently important to the company， and to the colleagues who count on you。 An OKR culture can also help people from doing the （wrong） things right to doing the right things。 。。。more
Carlos Padilha
，
This review has been hidden because it contains spoilers。 To view it， click here。 OKRs， não há um dogma， um jeito certo ou único de usá-los。
Meg
，
WASTE OF TIME！ Same examples over and over to prove a rather simplistic point！ Ugh。
Victor Razvan
，
The best thing about this technique is that it allows you to build a structure in your organization in a more relaxed way。 Too many entrepreneurship books strive to deliver on a bunch of different levels that many （me included） fail to implement。 This method however brings clarity when in comes to vision building and sharing， coopertion and keeping the team focused on the same goals。
Nixon Sucuc
，
Loved the emphatic admiration for creators and producers the storytelling throughout the conveyed。 It should now be my turn to take the challenge of using the OKR system I so need at this point of my career。 So grateful for this。
Diego Higuchi
，
O livro foca bastante em histórias de como os OKRs ajudaram as organizações a crescerem e atingirem seus objetivos， abordando uma metodologia de avaliação e medição de cumprimento de metas relativamente fácil de entender e aplicar。 O acompanhamento e a maneira de elaborar os OKRs é clara e fácil de gerir， desde que acompanhada por uma mudança cultural。
Mike Steinharter
，
Some good stories。 Some good ideas on how to do okrs
Joseph Schoolland
，
Very simple concept for goal setting which I like。 If I read it again， I’d skip all the case studies。
Phil O'Hagan
，
Brilliant overview of OKRs and their history - I think it was still hard to understand them in practise alongside product strategy and discovery but a fascinating insight
Nick Bergo
，
Bad。 Redundant case studies。 This should have been a two-page article， not a 300 page book。 Got about one sentence of insight that repeated itself synonymously every chapter。 Incredibly dull and vague。
Meysam
，
محتوای کتاب خوبه ولی ترجمه خوب نیست。
Themightybat
，
A timeless read on prioritization and resource allocation in ambitious companies。 Jon Doerr’s reputation as an investor precedes him but he comes across as humble and thoughtful， championing Andy Grove’s gospel about OKR far and wide。 OKRs really are a very simple idea， but it is much more powerful than one might think。 The book gives many inspiring examples of how this simple tool has enabled many companies and entrepreneurs to achieve tremendous progress in short amounts of time。
Zack Hodges
，
okrs。。。。 explain why important but not how to best use
Andre Garcia
，
Interesante metodología。 Explica cómo utilizar los OKR （Objetivos y resultados claves） en diferentes organizaciones， con sus respectivos éxitos， fracasos y retos。 Adicionalmente， trae elementos de liderazgo para completar los OKR。Algunas frases que me gustaron:* Si no sabes hacia dónde te diriges， tal vez no consigas llegar。* OKR: «Una metodología de gestión que ayuda a asegurar que la empresa se centra en los mismos temas importantes en toda la organización»* Los OKR hacen aflorar tus objetivos Interesante metodología。 Explica cómo utilizar los OKR （Objetivos y resultados claves） en diferentes organizaciones， con sus respectivos éxitos， fracasos y retos。 Adicionalmente， trae elementos de liderazgo para completar los OKR。Algunas frases que me gustaron:* Si no sabes hacia dónde te diriges， tal vez no consigas llegar。* OKR: «Una metodología de gestión que ayuda a asegurar que la empresa se centra en los mismos temas importantes en toda la organización»* Los OKR hacen aflorar tus objetivos principales， canalizan los esfuerzos y la coordinación y conectan operaciones diversas proporcionando un propósito común y unidad a toda la organización。* Los cuatro «superpoderes» OKR: concentración， coordinación， seguimiento y exigencia。* Hay demasiada gente que trabaja demasiado para conseguir muy poco。* No nos importa cuánto sepas。 Lo que solemos valorar aquí es lo que puedes hacer con el conocimiento que tengas o adquieras， y lo que consigas。»* Cuando las personas ayudan a elegir el curso de las acciones es más probable que contribuyan a llevarlas a cabo。* «¿Qué es lo más importante durante los siguientes tres， seis o doce meses？»。 Las organizaciones exitosas se centran en las pocas iniciativas que pueden marcar realmente la diferencia， posponiendo las que son menos urgentes。* Los objetivos se basan en la inspiración y la expansión de los horizontes。 Los resultados clave son terrenales y se fundamentan en la cuantificación。* Nada nos hace avanzar más que tener una fecha de entrega。* El establecimiento selectivo de objetivos es la primera línea de defensa contra la dispersión。* Para que los temas importantes salgan realmente bien hay que afrontarlos de uno en uno， así que más te vale saber qué es lo importante。* Cuanto más complicado es un objetivo， más tentador resulta abandonarlo。 Los empleados se inspiran de manera natural en sus jefes a la hora de establecer objetivos y perseguirlos。 Si los oficiales saltan del barco en medio de una tempestad， no puedes esperar que los marineros lleven el navío a puerto。* La falta de coordinación es el obstáculo número uno entre la estrategia y la ejecución。* Las organizaciones saludables respaldan la creación de objetivos que surjan desde la base y lleguen hasta lo más alto del organigrama* «Si te pones un objetivo ambicioso e insólito y fracasas， seguirás consiguiendo algo espectacular»。 Si intentas alcanzar las estrellas， aunque te quedes corto， es posible que llegues a la luna。* La mejor rotación es la interna， en la que el personal crece profesionalmente dentro de la empresa en lugar de marcharse。* Lo mejor de los OKR es que formalizan la reflexión。 Permiten que los colaboradores se detengan un instante a pensar en cómo se coordinan sus decisiones con las de la empresa， al menos una vez por trimestre。* Al hablar sobre los objetivos personales de las personas， acabas aprendiendo mucho sobre lo que las hace avanzar —o quedarse estancadas— en sus carreras。* Los OKR me ayudan a ser ese líder centrado y con las cosas claras。 Y si la situación se descontrola， siempre puedo volver a centrarme en lo que importa。* La gente observa lo que haces más que lo que dices。* Los OKR nos obligaron a pensar con claridad y ponernos de acuerdo respecto a lo que podíamos conseguir con los recursos de que disponíamos。 。。。more
EMMANUEL
，
This book didn't have any context。 There was no actual value to the text。 To the literature。 All was just commendation。 Criticizing。 Not a single viable presentation in of how their positions to that of the companies， are important。 Their positions in of how their contributions instate the value of the company。 In of their positions instating the validation of the company's worth。 The company's value。 The company's net value。 All that was provided in this book was completely useless。 Complete ra This book didn't have any context。 There was no actual value to the text。 To the literature。 All was just commendation。 Criticizing。 Not a single viable presentation in of how their positions to that of the companies， are important。 Their positions in of how their contributions instate the value of the company。 In of their positions instating the validation of the company's worth。 The company's value。 The company's net value。 All that was provided in this book was completely useless。 Complete ramble。 Complete lies。 Useless theories。 Not at all any factual information about how the topics are creditable topics。 Such a useless book， and this book proofs the industry is a lie。 And。 Most importantly。 The industry is useless。 。。。more
Taran Rampersad
，
Statistics are statistics， and while I appreciate the arduous work involved， I was a little disappointed with where they came from。 Which， by the title， would have lead me to not read it， but I was a bit bored and had the book。。。
Ahmed Alkiyumi
，
OKR， Objectives Key Results， was main topic of the book， storytelling of Google success， from early inception till today。 The Author， John Doer， is a cofounder and proudly declaring that OKR or MBO， Management by Objectives， who has been impregnated by Peter Drucker master of management in fifties and Andy Gray， inter Godfather of Intel dominance in late decades of twentieth century。 The book in general gives glimpses but not details or guides on how to drive your specific business， however， I f OKR， Objectives Key Results， was main topic of the book， storytelling of Google success， from early inception till today。 The Author， John Doer， is a cofounder and proudly declaring that OKR or MBO， Management by Objectives， who has been impregnated by Peter Drucker master of management in fifties and Andy Gray， inter Godfather of Intel dominance in late decades of twentieth century。 The book in general gives glimpses but not details or guides on how to drive your specific business， however， I found it inspiring and motivating。 。。。more
Carter Raleigh
，
Aligns your personal， or company’s， goals and aspirations
Keven Wang
，
Amazing book on OKR。 Highly recommend if you lead a team
Esther May
，
I thought this book was a really good reminder about goal setting and keeping track of goals。 It is mostly about a business setting， but I found many things applicable to my personal life。 It was interested to hear some of the stories from these utra huge successful companies and how they manage their goals， objectives and overall company culture。
Dominykas Punis
，
Great book， goes into depth about OKRs and demystifies such seemingly simple concept that's so difficult to get right。 Full of inspiring stories from the industry Great book， goes into depth about OKRs and demystifies such seemingly simple concept that's so difficult to get right。 Full of inspiring stories from the industry 。。。more
Sarah
，
Some interesting stories and insights。 And didn’t repeat itself over and over like many biz books。
Leslie
，
Good overview of Objectives and Key Results。 Lots of stories illustrating how they have been used in a variety of tech firms。 Would like to see additional examples from other fields。 Worth reading and now I need to figure out how to use in my setting。
Dzidorius Martinaitis
，
It can be summarized into two words - objectives and keys。
Shereef Sakr
，
Considered the manual for OKR setting。
Marta Ķepīte
，
I read it for work， but found the ideas described in this book very useful not only for my work， but also private life。
Dima Kuzbari
，
Indisputable methodology。 A must read。 The book could have been more concise though。 Dare I say， the author could have focused on what matters。。。 （insert drums here）
Javier Rivero
，
The underlying concept is good: How to implement， use and manage Objectives within an organization through a simple framework called OKR's。 Now， if you're already familiar with the concept， the book might feel a little repetitive and extensive。 Without the use cases mentioned in the book， the word count could be easily reduced by 2x。 The underlying concept is good: How to implement， use and manage Objectives within an organization through a simple framework called OKR's。 Now， if you're already familiar with the concept， the book might feel a little repetitive and extensive。 Without the use cases mentioned in the book， the word count could be easily reduced by 2x。 。。。more
Gashtasb Mozaffarian
，
اگر به مدیریت سازمان علاقهمند هستید، یا میخواهید با روشهای مدیریتیِ مرسوم در کمپانیها و استارتاپهایِ موفق سیلیکونولی آشنا بشید。 این کتاب رو شدیدا پیشنهاد میکنم。نویسنده کتاب، آقای دوئر سالها در اینتل که مبدع روش مدیریت OKR است، کار کرده و بیش از ده سال این روش مدیریتی رو در گوگل استفاده میکرده است。پ。ن: OKR ارتقاع یافتهیِ روش MBO میباشد。
Jonathan Lu
，