Measure What Matters. How Google, Bono, and the Gates Foundation Rock the World with OKRs
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- Nombre de pages306
- PrésentationBroché
- FormatGrand Format
- Poids0.291 kg
- Dimensions13,9 cm × 20,8 cm × 2,2 cm
- ISBN978-0-525-53834-9
- EAN9780525538349
- Date de parution24/04/2018
- ÉditeurPortfolio/Penguin
- PréfacierLarry Page
Résumé
In the fall of 1999, John Doerr introduced the founders of Google, then a small start-up he'd just given nearly $12 million, to a proven approach to operating excellence : Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where Andy Grove drove the best-run company he had ever seen. Later, as a venture capitalist, he shared Grove's brainchild with more than fifty companies.
Wherever the process was faithfully practiced, it worked. In the OKR model, objectives define what we seek to achieve ; key results are how those top-priority goals will be attained with specific, measurable actions and within a set time frame. Everyone's goals, from entry-level contributors to the 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 link objectives across departments to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost performance and retention. This book will help a new generation of leaders capture the same magic.
Wherever the process was faithfully practiced, it worked. In the OKR model, objectives define what we seek to achieve ; key results are how those top-priority goals will be attained with specific, measurable actions and within a set time frame. Everyone's goals, from entry-level contributors to the 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 link objectives across departments to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost performance and retention. This book will help a new generation of leaders capture the same magic.
In the fall of 1999, John Doerr introduced the founders of Google, then a small start-up he'd just given nearly $12 million, to a proven approach to operating excellence : Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where Andy Grove drove the best-run company he had ever seen. Later, as a venture capitalist, he shared Grove's brainchild with more than fifty companies.
Wherever the process was faithfully practiced, it worked. In the OKR model, objectives define what we seek to achieve ; key results are how those top-priority goals will be attained with specific, measurable actions and within a set time frame. Everyone's goals, from entry-level contributors to the 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 link objectives across departments to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost performance and retention. This book will help a new generation of leaders capture the same magic.
Wherever the process was faithfully practiced, it worked. In the OKR model, objectives define what we seek to achieve ; key results are how those top-priority goals will be attained with specific, measurable actions and within a set time frame. Everyone's goals, from entry-level contributors to the 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 link objectives across departments to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost performance and retention. This book will help a new generation of leaders capture the same magic.
A propos de John Doerr
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