Leo T. reviewed Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs on + 1775 more book reviews
So I checked the three shelves of books on sale at two bits each at this branch library this morning (April 28th) and among the numerous books for lower elementary school students (that is where the circulation here is), found a new copy of this book that was released on the 24th. Asking the librarian, she said it was a donation. Unsaid was that there is probably virtually no demand for it at this neighborhood library. I bought it and posted it for the one wisher, a gal in San Jose.
Mr. Doerr explains and offers examples of using OKRs, Objectives and Key Results in yielding efficient operation, whether it is a start up, a NGO, a big business, or a small enterprise. They should be done for the entire company on an annual basis and quarterly among work teams, and teams are meant, they have to work together. There is a great deal of accountability needed for best results, which can wind up with the firm remaining at the fore of the industry.
Briefly reading some chapters on the bus today (be sure to see the last pages for a very concise summary under numbered 'resources'), I find it quite interesting, straight forward, and offering ideas one can employ in many milieus. This is not done easily but needs everyone's best efforts. It is a lot of work for managers at various levels. Also things like upward feedback are recommended.
For example, "Trap #4: Sandbagging. A team's committed OKRs should credibly consume most but not all of their available resources. Their committed + aspirational OKRs should credibly consume somewhat more than their available resources. (Otherwise they're effectively commits.) Teams who can meet all of their OKRs without needing all of their team's headcount/capital...are assumed to either be hoarding resources or not pushing their teams, or both. This is a cue for senior management to reassign headcount and other resources to groups who will make more effective use of them."
Brief bibliography, endnotes, and index.
Mr. Doerr explains and offers examples of using OKRs, Objectives and Key Results in yielding efficient operation, whether it is a start up, a NGO, a big business, or a small enterprise. They should be done for the entire company on an annual basis and quarterly among work teams, and teams are meant, they have to work together. There is a great deal of accountability needed for best results, which can wind up with the firm remaining at the fore of the industry.
Briefly reading some chapters on the bus today (be sure to see the last pages for a very concise summary under numbered 'resources'), I find it quite interesting, straight forward, and offering ideas one can employ in many milieus. This is not done easily but needs everyone's best efforts. It is a lot of work for managers at various levels. Also things like upward feedback are recommended.
For example, "Trap #4: Sandbagging. A team's committed OKRs should credibly consume most but not all of their available resources. Their committed + aspirational OKRs should credibly consume somewhat more than their available resources. (Otherwise they're effectively commits.) Teams who can meet all of their OKRs without needing all of their team's headcount/capital...are assumed to either be hoarding resources or not pushing their teams, or both. This is a cue for senior management to reassign headcount and other resources to groups who will make more effective use of them."
Brief bibliography, endnotes, and index.
