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Learn the key ideas of the book by John Doerr

Measure What Matters

Become a better manager and grow your business

Measure What Matters reveals the method that allowed Larry Page and Sergey Brin to take Google from 40 to 70,000 employees: the OKR (Objectives and Key Results) Method. We will discover the 4 superpowers of this method, how important it is for the entire organization, from the lower levels  to management, to focus their efforts on the same critical issues and how important it is to follow up with key results, in order to achieve these objectives. A management and growth methodology applicable to both startups and companies already on the market.

Measure What Matters
Read in 12 min.
Listen in 15 min.

Many useful tips to:

  • Discover a compelling combination of case studies and personal stories, told by the investor who took Google from 40 to 70,000 employees.
  • Learn how to collect relevant data at the right time, monitor progress, measure what matters.
  • Acquire tools to help you become a better manager and grow your business through transparency and reliability.

The author of the book:

John Doerr, legendary venture capitalist, joined Kleiner Perkins Caufield & Byers in 1980. He has since supported some of the world's most successful entrepreneurs and companies, including Google, Zynga, Amazon, Intuit, Netscape. He also led KPCB's investment in Twitter. He is a member of the American Academy of Arts and Sciences, and was also a member of U.S. President Barack Obama's Council on Jobs and Competitiveness. Doerr has 291,000 followers on Twitter. His TED Talk on greentech has 896,000 views.


Google discovers OKRs

It was in 1999 when the author made the biggest bet in his 19-year long career as a venture capitalist: $11.8 million for 12% of a startup founded by a couple of young Stanford graduates. Their motto —"Organize the world of information and make it functional and universally accessible"— could still be ambitious, but Doerr trusted Larry Page and Sergey Brin: they were determined to change the world and Doerr thought they might have a chance.

The two founders of Google were visionaries with enormous entrepreneurial energy, the only thing they lacked was management experience. They needed to learn to make tough decisions, to keep their team on track, they needed to collect the relevant data to chart progress and be able to measure the most important things. Doerr’s  gift to Google was a sharp tool for achieving world-class performance, a model he  learned from the best manager of all time, Andy Grove, during his years at Intel.

This model, called OKR (Objectives and Key Results), is a collaborative goal-setting protocol for companies, teams, and individuals. It's a management methodology that helps ensure that efforts are focused on the same important issues throughout the organization's chain, from the bottom up.

An objective is simply what we have to achieve, nothing more and nothing less. By definition, objectives are significant, concrete, action-oriented and inspirational. If properly designed and deployed, they are a vaccine against confused thinking and uncertain execution.

Key results are benchmarks and monitor how the objective is achieved. To be effective, they must be specific, time-bound, aggressive but realistic and, above all, measurable and verifiable. Either you meet the requirements of a key result, or you don't: there is no gray area, no room for doubt. At the end of the designated period, usually three months, they will indicate whether the key result has been achieved or not.


The key ideas of "Measure What Matters"

Google discovers OKRs
The four superpowers of the OKR method: #1 - Focus and commit to priorities
The four superpowers of the OKR method: #2 - Align and connect for teamwork
The four superpowers of the OKR method: #3 - Track for Accountability
The four superpowers of the OKR method: #4 – Stretch for Amazing
How to address problems through continuous performance management
OKRs and CFRs: catalysts and nutrients for culture
Take-home message

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