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

25、at Are OKRs? The acronym OKR stands for Objective and Key Results. The Objec tive is qualitative, and the Key Results (most often three) are quanti tative. They are used to focus a group or individual on a bold goal. The Objective establishes a goal for a set period of time, usually a quarter. The K

26、ey Results indicate whether the Objective has been met by the end of the time. 4 | Chapter 2: An Extremely Short History of OKRs Objectives Your Objective is a single sentence that is: Qualitative and inspirational The Objective is designed to get people jumping out of bed in the morning with excite

27、ment. And while CEOs and VCs might jump out of bed in the morning with joy over a three percent gain in conversion, most mere mortals get excited by a sense of meaning and progress. Use the language of your team. If they want to use slang and say “pwn it” or “kill it,” use that wording. Time-bound F

28、or example, something that is achievable in a month or a quar ter. You want it to be a clear sprint toward a goal. If it takes a year, your Objective might be a strategy or maybe even a mission. Actionable by the team independently This is less a problem for startups, but bigger companies often stru

29、ggle because of interdependence. Your Objective has to be truly yours, and you cant have the excuse of “Marketing didnt market it.” Pusher, a startup using OKRs to accelerate its growth in the API as a service business, writes about its first OKR retrospective (“How We Make OKRs Work”): We learned t

30、hings like: Dont create objectives that rely on the input of other teams unless youve agreed with them that you share priorities. Dont create objectives that will require people we havent hired yet! Be realistic about how much time you will have to achieve your goals. An Objective is like a mission

31、statement, only for a shorter period of time. A great Objective inspires the team, is hard (but not impossi ble) to do in a set time frame, and can be done by the person or peo ple who have set it, independently. What Are OKRs? | 5 Here are some good Objectives: Own the direct-to-business coffee ret

32、ail market in the South Bay. Launch an awesome MVP. Transform Palo Altos coupon-using habits. Close a round that lets us kill it next quarter. And here are some poor Objectives: Sales numbers up 30 percent. Double users. Raise a Series B of $5 million. Why are those bad Objectives bad? Probably beca

33、use they are actually Key Results. Key Results Key Results take all that inspirational language and quantify it. You create them by asking a couple of simple questions: How would we know if we met our Objective? What numbers would change? This forces you to define what you mean by “awesome,” “kill i

34、t,” or “pwn.” Does “killing it” mean visitor growth? Revenue? Satisfaction? Or is it a combination of these things? A company should have about three Key Results for an objective. Key Results can be based on anything you can measure. Here are some examples: Growth Engagement Revenue Performance Qual

35、ity That last one can throw people. It seems hard to measure quality. But with tools like Net Promoter Score (NPS), you can do it. NPS is a number based on a customers willingness to recommend a given 6 | Chapter 2: An Extremely Short History of OKRs product to friends and family. (See “The Only Num

36、ber You Need to Grow”. Harvard Business Review, December 2003.) If you select your KRs wisely, you can balance forces like growth and performance, or revenue and quality, by making sure you have the potentially opposing forces represented. In Work Rules!, Laszlo Bock writes: Its important to have bo

37、th a quality and an efficiency measure, because otherwise engineers could just solve for one at the expense of the other. Its not enough to give you a perfect result if it takes three minutes. We have to be both relevant and fast. As an Objective, “Launch an awesome MVP” might have KRs like the foll

38、owing: Forty percent of users come back two times in one week Recommendation score of eight Fifteen percent conversion Notice how hard those are? KRs should be difficult, not impossible OKRs always stretch goals. A great way to do this is to set a confi dence level of 5 of 10 on the OKR. By confiden

39、ce level of 5 out of 10, I mean, “I have confidence I only have a 50/50 shot of making this goal.” A confidence level of one means, “It would take a miracle.” As you set the KR, you are looking for the sweet spot where you are pushing yourself and your team to do bigger things, yet not making it imp

40、ossible. I think that sweet spot is when you have a 50/50 shot of failing. A confidence level of 10 means, “Yeah, gonna nail this one.” It also means you are setting your goals way too low, which is often called sandbagging. In companies where failure is punished, employees quickly learn not to try.

41、 If you want to achieve great things, you have to find a way to make it safe for your employees to aim higher and to reach further than anyone has before. Take a look at your KRs. If you are getting a funny little feeling in the pit of your stomach saying, “We are really going to have to all bring o

42、ur A game to hit these,” you are probably setting them cor rectly. If you look at them and think, “Were doomed,” theyre too What Are OKRs? | 7 hard. If you look them and think, “I can do that with some hard work,” they are too easy. Why Use OKRs? Ben Lamorte, founder of , tells this story: My mentor

43、 and advisor, Jeff Walker, the guy who introduced me to OKRs, once asked me, “When you go on a hike, do you have a des tination?” I paused since I was not sure where Jeff was going with this, so Jeff picked up, “When you hike with your family in the mountains, its fine if you like to just walk aroun

44、d and see where you go, but when youre here at work, you need to be crystal clear about the destination; otherwise, youre wasting your time, my time, and the time of everyone who works with you. Your OKRs set the destination for the team so no one wastes their time. OKRs are adopted by companies for

45、 one of three key reasons: Focus What do we do and what do we not do as a company? Alignment How do we make sure the entire company focuses on what mat ters most? Acceleration Is your team really reaching its potential? Focus At Duxter, a social network for gamers, the team adopted OKRs to solve a c

46、lassic startup problem: shiny object syndrome. CEO Adam Lieb writes: Like all startups we struggle with priorities. Possibly the most used/ overused saying at Duxter is “bigger fish to fry.” We had two big “fish problems.” The first was having competing views of which fish we should be frying. Often

47、 times, these drastically different views caused conflict and inefficiency. The second was that our biggest fish seemed to change on a weekly or even daily basis. It became more and more difficult to keep everyone in the company apprised of where their individual focus should be. 8 | Chapter 2: An E

48、xtremely Short History of OKRs Instituting OKRs have helped significantly with both of these problems. Alignment In an interview, Dick Costolo, former Googler and former CEO of Twitter, was asked what he learned from Google that he applied to Twitter. He shared the following: The thing that I saw at

49、 Google that I definitely have applied at Twit ter are OKRsObjectives and Key Results. Those are a great way to help everyone in the company understand whats important and how youre going to measure whats important. Its essentially a great way to communicate strategy and how youre going to meas ure strategy. And thats how we try to use them. As you grow a company, the single hardest thing t