OKR简析 Introduction To Okrs - 副本.pdf
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1、 Christina Wodtke Introduction to OKRs BostonFarnhamSebastopolTokyoBeijingBostonFarnhamSebastopolTokyoBeijing 978-1-491-96027-1 LSI Introduction to OKRs by Christina Wodtke Copyright 2016 OReilly Media, Inc. All rights reserved. Printed in the United States of America. Published by OReilly Media, In
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4、demark of OReilly Media, Inc. Introduction to OKRs, the cover image, and related trade dress are trademarks of OReilly Media, Inc. While the publisher and the author have used good faith efforts to ensure that the information and instructions contained in this work are accurate, the publisher and th
5、e author disclaim all responsibility for errors or omissions, including without limi tation responsibility for damages resulting from the use of or reliance on this work. Use of the information and instructions contained in this work is at your own risk. If any code samples or other technology this
6、work contains or describes is subject to open source licenses or the intellectual property rights of others, it is your responsi bility to ensure that your use thereof complies with such licenses and/or rights. Table of Contents 1. Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . .
7、. . . . . . . . . . . . . . . . . . . . 1 2. An Extremely Short History of OKRs. . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 What Are OKRs? 4 Why Use OKRs? 8 Living Your OKRs 10 3. How to Hold a Meeting to Set OKRs for the Quarter. . . . . . . . . . . . . . 15 4. Improve Weekly Status Em
8、ails with OKRs. . . . . . . . . . . . . . . . . . . . . . 19 Tracking and Evaluating OKRs 22 5. Getting Started with OKRs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Quick Tips for Using OKRs 31 iii CHAPTER 1 Introduction Why is there so much interest in Objectives and Ke
9、y Results, or OKRs? After all, OKRs are just a goal-setting methodology. When Silicon Valley startups discovered OKRs were behind the meteoric rise of companies such as Google, LinkedIn, Twitter, and Zynga, company after company decided to adopt OKRs, hoping to catch even a fraction of that success.
10、 But they struggled. The knowledge of how to use OKRs effectively was lore, passed on from employees who often had a partial understanding of how and why they worked. Many companies failed to use them successfully and then aban doned them with the same alacrity with which they adopted them. There is
11、 no question that OKRs work. The mystery is why they dont work for everyone. This report will share how the best companies use them to create focus, unity, and velocity. OKR is an acronym, and like most acronyms, the words behind the letters are often forgotten. This is a deadly mistake. The words b
12、ehind the acronym are where the power of the simple system lies. O stands for objective. What do you want your company to achieve? KR stands for key results. How would you measure that objective if you made it? What numbers would move? Is your objective to create a thriving business? What do you mea
13、n by thriving? Growing your user base? By how much? Revenues climbing? By how much? Retention? For how long? The combina tion of the aspirational objective and quantitative results creates a goal that is both inspiring and measurable. Its a SMART goal, but 1 also short and clear enough that every em
14、ployee can remember it and make decisions by it. A great goal is a powerful tool, but its not enough. A leader needs a way to ensure that her organization lives that goal. The real power of the OKR system is figuring out how to live that goal every day, as a team. OKRs are best achieved if they are
15、baked into the daily and weekly cadence of a company, from planning meetings and status emails. 2 | Chapter 1: Introduction CHAPTER 2 An Extremely Short History of OKRs Since the rise of “management science” in the 1950s, business lead ers have embraced a variety of techniques designed to improve th
16、eir companys performance. Peter Drucker introduced Management by Objectives (MBOs), a process during which management and employees define and agree upon objectives and what they need to do to achieve them. MBOs are the clear forerunner of Objectives and Key Results (OKRs). The idea that a manager w
17、ould set an objective and then trust his team to accomplish it without micromanaging them was a huge and efficient shift from the more controlling approaches of the industrial age. In many ways, it was the first management philoso phy truly aligned with the new information age. In the early 1980s, S
18、MART goals, developed by George T. Doran, and Key Performance Indicators (KPIs) became popular methods for organizations to set objectives. KPIs introduced metric-validated performance evaluation for companies. There is an old joke in advertising that “Half our advertising is working. I just dont kn
19、ow which half.” But the rise of the Internet and data science changed all that. Now, it was possible to know what was working and learn what caused those KPIs to grow. SMART stands for Specific, Measurable, Achievable, Results- focused, and Time-bound. Elements of this approach went into OKRs, parti
20、cularly results-focused and time-bound. 3 In 1999, John Doerr introduced the OKRs goal-setting methodology to Google, a model he first learned about at while he was at Intel. I was first exposed to OKRs at Intel in the 1970s. At the time, Intel was transitioning from a memory company to a microproce
21、ssor company, and Andy Grove and the management team needed employees to focus on a set of priorities in order to make a success ful transition. Creating the OKR system helped tremendously and we all bought into it. I remember being intrigued with the idea of having a beacon or north star every quar
22、ter, which helped set my priorities. It was also incredibly powerful for me to see Andys OKRs, my managers OKRs, and the OKRs for my peers. I was quickly able to tie my work directly to the companys goals. I kept my OKRs pinned up in my office and wrote new OKRs every quar ter, and the system has st
23、ayed with me ever since. In Groves famous management manual High Output Management (Penguin Random House, 1995), he introduces OKRs by answering two simple questions: 1) Where do I want to go? and 2) How will I know Im getting there? In essence, what are my objectives, and what key results do I need
24、 to keep tabs on to make sure Im making progress? And thus OKRs were born. From Google and Zyngacompanies Doerr both invested in and advisedthe OKR goal-setting methodology has spread to LinkedIn, GoPro, Flipboard, Spotify, Box, Paperless Post, Eventbrite, E, Oracle, Sears, Twitter, GE, and more. Wh
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