Name: 約翰-多爾談OKRs和衡量重要的東西 (John Doerr on OKRs and Measuring What Matters)
Uploaded: 2021-01-14T08:02:53.000Z
Duration: 27 min 12 s
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So we're delighted today to be joined by John Doerr, the Chair of the venture capital firm

Now, saying John is a successful venture capitalist is a bit like saying Steph Curry is a successful

It's an accurate statement, but seriously understates things.

John has backed some the most successful technology firms ever, including Google, Amazon, Slack,

Compaq, Sun Microsystems, Intuit, and the list goes on and on.

John has also in his spare time just published a new book called Measure What Matters, in

which he discusses the power of objectives and key results, also known as OKRs,

a tool that he's introduced to a dozens of startups, many of which are now household

So, John, thank you so much for taking the time to chat with us today.

Don, I'm thrilled to talk with you, right?

I daresay, you're quite an expert in this field.

I've been taken by the papers you've written and look forward to our conversation.

According to a recent survey, more than % of organizations use goals in one form or another.

So many folks watching these videos will be familiar with goals, but not necessarily with

In a nutshell, what are OKRs, and how in your assessment do they differ from more traditional,

OKRs stand for objectives and key results, and it's a deceptively simple goal-setting

system that was invented in the s by one of the greatest managers of his or any other

He felt that the role of a leader and a chief executive is to be a teacher.

Andy was building the preeminent microchip company.

You know, in the semiconductor industry thousands of people have to get lines that are a millionth

of a meter wide exactly right, or nothing works and so—

He was kind of mentor of mine, and he grabbed me one day and said, you know, John it almost

Andy Grove invented a system, a scalable system for execution, where you write down what it

And then the key results, which are how you're going to get it done.

And this system that he invented differed dramatically from the conventional goal-setting

systems of the days, which were management by objectives.

Those systems tended to be annual, Retrospective, backward-looking,

tied to goals, top down, hierarchical, and honestly not very effective.

Even Peter Drucker, one of the original proponents of those managements by objective systems

So Andy turned that system upside down in inventing these objectives and key results.

And to this day, Intel uses them to great advantage.

I worked with him, for Andy, early on in my career.

And when I left Intel I took literally his slide set, that way of setting goals, to every

Everyone adapted them; that is, they tailored them for their own culture and their own particular

But no organization has embraced them more fully

than Google has, and it's affected more than what they do.

It affects their culture, their language, their aggressiveness, their willingness to

I'll sum this up by saying that there are five real key advantages that accrue

The second is, because these are transparent, you get a high degree of alignment,

The third thing you get is an uncommon degree of commitment.

These goals end up being your kind of social contract between everyone in the organization

as they declare, I'm going to go for this key result that relates to these objectives,

and then you can track the progress through the course of days

and weeks and months in the life of an organization.

Finally, at Intel, at Google, this kind of a transparent goal system, which

importantly is not tied to compensation, it—you don't pay bonuses, people aren't promoted

That allows you to really build a risk-taking culture, where it's okay

to stretch for something almost impossible to do and not quite make it, but still have

Indeed, at Google, if you're achieving all of your goals, you're getting all greens as

grades, you probably weren't stretching far enough

Now, that's all a matter of management judgment.

But those five payoffs—the focus, the alignment, the commitment, the tracking and the stretching,

They don't come with most other goal systems, and I like to remember them because they're

But let me if I could dig into a couple of elements that you mentioned there, John, around

how OKRs vary from the more traditional goal-setting approaches.

And one of them is this element of ambition.

The kind of conventional wisdom and goals, particularly as it's embodied in

the so-called smart goal-setting, really focuses on having goals that are achievable and realistic.

In your book you talk a lot about the importance of ambition.

How do you see the relationship between ambitions and goals?

And he's probably the high priest of X goals.

Larry said, I would much prefer that a team set a goal to go to Mars and know that if

they fall short, they're still likely to achieve something extraordinary, like get to the moon.

So, the natural tendency, particularly when goals are the basis of promotions or bonuses,

And Jeff Bezos deeply, deeply believed that the natural tendency

as organizations grow is to grow more conservative, to grow more analytic.

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約翰-多爾談OKRs和衡量重要的東西 (John Doerr on OKRs and Measuring What Matters)

crucial

individual

commitment

critical