Our leaders,

我們的領導者、

some of our great institutions

一些優秀的機構，

are failing us.

讓我們失望。

Why?

為什麼？

In some cases, it's because they're bad

有些情況，是因為他們很惡劣

or unethical,

或是不道德，

but often, they've taken us to the wrong objectives.

但通常是他們帶著我們 走向錯誤的目標。

And this is unacceptable.

這是不能接受的。

This has to stop.

這必須停止。

How are we going to correct these wrongs?

我們要如何修正這些錯誤？

How are we going to choose the right course?

我們要如何選擇正確的道路？

It's not going to be easy.

這絕非易事。

For years, I've worked with talented teams

多年來，我和有才華的團隊合作過，

and they've chosen the right objectives and the wrong objectives.

他們選過對的目標， 也選過錯的目標。

Many have succeeded, others of them have failed.

許多團隊成功了，其他的則失敗了。

And today I'm going to share with you

今天我要和各位分享

what really makes a difference --

到底是什麼造成不同的結果，

that's what's crucial,

什麼至關重要，

how and why

這些團隊如何以及為什麼

they set meaningful and audacious goals,

設下有意義且大膽的目標，

the right goals for the right reasons.

基於正確的理由設下正確的目標。

Let's go back to 1975.

讓我們回到 1975 年。

Yep, this is me.

是的，這是我。

I've got a lot to learn, I'm a computer engineer,

我有很多要學習的，

I've got long hair,

我是個留長髮的電腦工程師，

but I'm working under Andy Grove,

但我在安迪葛洛夫旗下工作，

who's been called the greatest manager of his or any other era.

他被譽為是他的時代或任何 其他時代中最偉大的經理。

Andy was a superb leader and also a teacher,

安迪是位卓越的領導人， 也是一位老師，

and he said to me, "John, it almost doesn't matter what you know.

他對我說：「約翰， 你知道什麽幾乎沒差。

Execution is what matters the most."

最重要的是執行。」

And so Andy invented a system called "Objectives and Key Results."

所以安迪發明了一個系統， 叫做「目標與關鍵結果」。

It kind of rolls off the tongue, doesn't it?

很簡單的名字對吧？

And it's all about excellent execution.

重點就在於出色的執行。

So here's a classic video from the 1970s

以下是一段安迪葛洛夫教授

of professor Andy Grove.

七十年代的經典影片。

(Video) Andy Grove: The two key phrases of the management by objective systems

（影片）安迪葛洛夫：兩個 目標系統管理的關鍵詞

are the objectives and the key results, and they match the two purposes.

是「目標」與「關鍵結果」， 它們符合兩個目的。

The objective is the direction.

目標就是方向。

The key results have to be measured,

必須量測關鍵結果，

but at the end you can look and without any argument say,

最終，你可以回頭看， 並毫無疑義地說：

"Did I do that, or did I not do that?" Yes. No. Simple.

「我做了還是沒做？」 是。否。很簡單。

John Doerr: That's Andy.

講者：那就是安迪。

Yes. No. Simple.

是。否。很簡單。

Objectives and Key Results,

目標與關鍵結果，

or OKRs,

縮寫為 OKR，

are a simple goal-setting system

是簡易的目標設立系統，

and they work for organizations, they work for teams,

組織可以用它，團隊可以用它，

they even work for individuals.

甚至個人也可以用它。

The objectives are what you want to have accomplished.

目標就是你想要達成什麼。

The key results are how I'm going to get that done.

關鍵結果則是我要如何做到目標。

Objectives. Key results.

目標。關鍵結果。

What and how.

「什麼」與「怎樣做」。

But here's the truth:

但，事實是：

many of us are setting goals wrong,

許多人都設錯了目標，

and most of us are not setting goals at all.

大部分人完全沒有設立目標。

A lot of organizations set objectives and meet them.

許多組織會設立目標並實現它們。

They ship their sales, they introduce their new products,

他們把賣出的產品出貨，介紹新產品，

they make their numbers,

做到目標數字，

but they lack a sense of purpose to inspire their teams.

但他們沒有目的感 來鼓舞他們的團隊。

So how do you set these goals the right way?

所以要如何用正確的方式 來設立目標？

First, you must answer the question, "Why?"

首先你得回答「為什麼？」這個問題。

Why?

為什麼？

Because truly transformational teams

因為真正轉型的團隊

combine their ambitions to their passion and to their purpose,

將他們的野心與熱情 和目標結合在一起，

and they develop a clear and compelling sense of why.

他們為什麼要去做的理由 很清楚也很有說服力。

I want to tell you a story.

我想告訴各位一個故事。

I work with a remarkable entrepreneur.

我和一位優秀的企業家合作。

Her name is Jini Kim.

她叫吉妮金姆。

She runs a company called Nuna.

她經營的公司叫 Nuna。

Nuna is a health care data company.

Nuna 是一間健康照護資料公司。

And when Nuna was founded,

Nuna 成立時，

they used data to serve the health needs of lots of workers at large companies.

他們用資料來滿足許多 大公司員工的健康需求。

And then two years into the company's life,

公司成立兩年後，

the federal government issued a proposal

聯邦政府提出一項提案，

to build the first ever cloud database for Medicaid.

要為低收入戶醫療補助計畫 建立第一個雲端資料庫。

Now, you'll remember that Medicaid is that program

低收入戶醫療補助計畫

that serves 70 million Americans,

是個服務七千萬美國人的計畫，

our poor, our children

包括窮人、兒童，

and people with disabilities.

以及殘疾人士。

Nuna at the time was just 15 people

當時 Nuna 只有十五位員工，

and this database had to be built in one year,

這個資料庫得要在一年內建好，

and they had a whole set of commitments that they had to honor,

而且他們還有一大堆承諾需要完成，

and frankly, they weren't going to make very much money on the project.

坦白說，這個案子可能賺不了多少錢。

This was a bet-your-company moment,

這是個「賭上你的公司」的時刻，

and Jini seized it.

而吉妮把握住了它。

She jumped at the opportunity. She did not flinch.

她完全不畏縮地撲向這個機會。

Why?

為什麼？

Well, it's a personal why.

她的理由很私人。

Jini's younger brother Kimong has autism.

吉妮的弟弟奇蒙有自閉症。

And when he was seven,

當他七歲時，

he had his first grand mal seizure

他第一次碰到癲癇大發作，

at Disneyland.

他倒在迪士尼樂園地上，

He fell to the ground. He stopped breathing.

呼吸也停止了。

Jini's parents are Korean immigrants.

吉妮的父母是韓國移民。

They came to the country with limited resources

他們剛到美國時，資源很有限，

speaking little English,

不太會說英文，

so it was up to Jini to enroll her family in Medicaid.

因此，吉妮得要幫家人加入 低收入戶醫療補助計畫醫療。

She was nine years old.

當時她才九歲。

That moment defined her mission,

那個時刻，決定了她的使命，

and that mission became her company,

那使命變成了她的公司，

and that company bid on, won and delivered on that contract.

那間公司投標、得標， 並實現了那份合約。

Here's Jini to tell you why.

以下是吉妮說明為什麼。

(Video) Jini Kim: Medicaid saved my family from bankruptcy,

（影片）低收入戶醫療補助計畫 讓我的家庭免於破產，

and today it provides for Kimong's health and for millions of others.

如今奇蒙及其他數百萬人的 健康依舊仰賴它。

Nuna is my love letter to Medicaid.

Nuna 是我寫給低收入戶 醫療補助計畫的情書。

Every row of data is a life

每一筆資料都是一條生命，

whose story deserves to be told with dignity.

他們的故事應該 要以帶著尊嚴的方式說出來。

JD: And Jini's story tells us

約：吉妮的故事告訴我們，

that a compelling sense of why can be the launchpad for our objectives.

對「為什麼」有強烈的感受， 能協助我們達到目標。

Remember, that's what we want to have accomplished.

別忘了，那就是我們想要完成的。

And objectives are significant,

目標是重要的，

they're action-oriented,

目標是行動導向的，

they are inspiring,

目標能鼓舞人心，

and they're a kind of vaccine against fuzzy thinking.

目標也是對抗模糊思想的疫苗。

You think a rockstar

你可能認為搖滾明星

would be an unlikely user of Objectives and Key Results,

不太可能會是 「目標和關鍵結果」的使用者，

but for years, Bono has used OKRs

但 U2 主唱波諾使用 OKR 多年

to wage a global war against poverty and disease,

來奮戰全球的貧窮與疾病，

and his ONE organization has focused on two really gorgeous,

他的組織「ONE」著重兩個很棒

audacious objectives.

且很大膽的目標。

The first is debt relief

第一個目標，是替世界上

for the poorest countries in the world.

最貧窮的國家解除債務。

The next is universal access to anti-HIV drugs.

第二個目標，讓全球 都能取得抗愛滋病藥物。

Now, why are these good objectives?

為什麼這兩個目標很好？

Let's go back to our checklist.

咱們先回到我們的核對清單。

Significant? Check. Concrete? Yes.

重要？打勾。具體？打勾。

Action-oriented? Yes.

行動導向？打勾。

Inspirational?

鼓舞人心？

Well, let's just listen to Bono.

咱們聽聽波諾怎麼說。

(Video) Bono: So you're passionate?

（影片）波諾： 你很有熱情？

How passionate?

有多熱情？

What actions does your passion lead you to do?

你的熱情引導你做了哪些事？

If the heart doesn't find a perfect rhyme with the head,

若心無法跟大腦完美地押韻，

then your passion means nothing.

那麼你的熱情就毫無意義。

The OKR framework cultivates the madness,

OKR 的架構會栽培狂熱，

the chemistry contained inside it.

它所內含的化學效應。

It gives us an environment for risk,

它給予我們一個環境去冒險，

for trust,

去信任。

where failing is not a fireable offense.

在這裡，失敗不是會招致開除的罪過。

And when you have that sort of structure and environment

當你有那種結構及環境，

and the right people,

再遇到對的人，

magic is around the corner.

魔法很快就會出現。

JD: I love that.

講者：我愛他說的。

OKRs cultivate the madness,

OKR 栽培狂熱，

and magic is right around the corner.

魔法很快就會出現。

This is perfect.

太完美了。

So with Jini we've covered the whys,

吉妮的例子談到的是「為什麼」，

with Bono the whats of goal-setting.

波諾的例子則是設立目標的「什麼」。

Let's turn our attention to the hows.

咱們再來談談「如何做」。

Remember, the hows are the key results.

別忘了，「如何」就是關鍵結果。

That's how we meet our objectives.

也就是我們要怎麼達成目標。

And good results are specific and time-bound.

好的結果明確、有時限，

They're aggressive but realistic.

有企圖心卻務實，

They're measurable, and they're verifiable.

可被量測，可被驗證。

Those are good key results.

那些就是好的關鍵結果。

In 1999, I introduced OKRs to Google's cofounders,

1999 年，我把 OKR 介紹給 Google 的共同創辦人，

Larry and Sergey.

賴利及謝爾蓋。

Here they are, 24 years old in their garage.

這就是他們，二十四歲，在他們的車庫中。

And Sergey enthusiastically said he'd adopt them.

謝爾蓋很熱忱地說他會採納 OKR。

Well, not quite.

嗯，其實不全是這樣。

What he really said was,

他真正說的是

"We don't have any other way to manage this company,

「我們沒有其它方式來管理公司，

so we'll give it a go."

就試試吧。」

(Laughter)

（笑聲）

And I took that as a kind of endorsement.

我把它這視為一種背書。

But every quarter since then,

但，從那時起的每一季，

every Googler has written down her objectives and her key results.

每一位 Google 員工都會 寫下自己的目標及關鍵結果。

They've graded them,

他們會做評分，

and they've published them for everyone to see.

並發布給大家看。

And these are not used for bonuses or for promotions.

做這些不是為了獎金或升遷，

They're set aside.

那些被放到一邊。

They're used for a higher purpose,

做這些是為了更崇高的目的，

and that's to get collective commitment

是要取得集體的承諾，

to truly stretch goals.

來真正伸展目標。

In 2008, a Googler, Sundar Pichai, took on an objective

2008 年，Google 的桑德皮蔡承接的目標

which was to build the next generation client platform

是要建造 下一代的客戶平台，

for the future of web applications --

供未來的網路應用使用。

in other words, build the best browser.

換言之，就是建造出最好的瀏覽器。

He was very thoughtful about how he chose his key results.

他對如何選擇關鍵結果深思熟慮。

How do you measure the best browser?

如何量測最好的瀏覽器？

It could be ad clicks or engagement.

可能是點擊率或使用者參與度？

No. He said: numbers of users,

不是。他說：使用者人數。

because users are going to decide

因為使用者會自己判斷

if Chrome is a great browser or not.

Chrome 是不是一個很棒的瀏覽器。

So he had this one three-year-long objective:

因此，他只有這一個三年期的目標：

build the best browser.

建造最好的瀏覽器。

And then every year he stuck to the same key results,

接著，每一年， 他都堅持同樣的關鍵結果。

numbers of users, but he upped the ante.

使用者數目，但他提高賭注。

In the first year, his goal was 20 million users

第一年，他的目標是兩千萬使用者，

and he missed it.

但他沒達成。

He got less than 10.

只有不到一千萬。

Second year, he raised the bar to 50 million.

第二年，他把目標提高到五千萬。

He got to 37 million users.

結果是三千七百萬使用者。

Somewhat better.

有比較好了。

In the third year,

到了第三年，

he upped the ante once more to a hundred million.

他再次提高賭注到一億。

He launched an aggressive marketing campaign,

他推出一個很有企圖心的行銷活動，

broader distribution, improved the technology, and kaboom!

散佈得更廣，改善技術，接著，砰！

He got 111 million users.

他達成了一億一千一百萬名使用者。

Here's why I like this story,

我之所以很喜歡這個故事，

not so much for the happy ending,

主要不是因為結局美好，

but it shows someone carefully choosing the right objective

而是因為這個故事讓我們看到一個人慎重地選擇正確的目標，

and then sticking to it year after year after year.

且堅持著它，年復一年，沒有妥協。

It's a perfect story for a nerd like me.

對我這樣的阿宅來說， 這是個完美的故事。

Now, I think of OKRs as transparent vessels

現在，我把 OKR 視為是透明容器，

that are made from the whats and hows of our ambitions.

用我們的野心的 「什麼」和「如何」所打造。

What really matters is the why that we pour into those vessels.

真正重要的是我們 注入容器中的「為什麼」，

That's why we do our work.

為什麼我們要做我們的工作。

OKRs are not a silver bullet.

OKR 不是銀子彈 （神奇的解決方案）。

They're not going to be a substitute for a strong culture

它無法取代強而有力的企業文化

or for stronger leadership,

或是強力的領導，

but when those fundamentals are in place, they can take you to the mountaintop.

但當基礎都確立了之後， 就能帶你上山頂。

I want you to think about your life for a moment.

我想請各位想一下自己的人生。

Do you have the right metrics?

你有對的度量標準嗎？

Take time to write down your values,

花些時間，寫下你的價值觀、

your objectives and your key results.

你的目標，及你的關鍵結果。

Do it today.

今天就去做。

If you'd like some feedback on them, you can send them to me.

寫完之後若需要些回饋意見， 可以把你所寫下的

I'm john@whatmatters.com.

寄到我的信箱 [email protected]。

If we think of the world-changing goals

想想那些改變世界的目標，

of an Intel, of a Nuna, of Bono,

如英特爾、Nuna、波諾，

of Google,

及 Google 的目標，

they're remarkable:

它們都很了不起：

ubiquitous computing,

無所不在的計算、

affordable health care, high-quality for everyone,

人人可負擔的高品質健康照護、

ending global poverty,

終結全球貧窮問題、

access to all the world's information.

取得全世界的資訊。

Here's the deal:

這樣說吧：

every one of those goals is powered today by OKRs.

現今，上述的所有目標都靠 OKR 在背後做技術支持。

Now, I've been called the Johnny Appleseed of OKRs

我被稱為是 OKR 的蘋果佬強尼，

for spreading the good gospel according to Andy Grove,

因我散播安迪葛洛夫的美好信條，

but I want you to join me in this movement.

但我希望你們加入我，參與這運動。

Let's fight for what it is that really matters,

讓我們為真正重要的事物而戰，

because we can take OKRs beyond our businesses.

因為我們能把 OKR 帶到事業外。

We can take them to our families,

能帶到家裡，

to our schools,

帶入學校，

even to our governments.

甚至帶進政府。

We can hold those governments accountable.

我們能要求政府負責，

We can transform those informations.

我們能轉變那些資訊，

We can get back on the right track

我們能夠回到正軌上。

if we can and do measure what really matters.

只要我們能夠並真正去衡量那些重要的事物。

Thank you.

謝謝。

(Applause)

(鼓掌)