*Measure What Matter* by John Doerr is a very amazing book to learn about OKR - an alternate to KPI methods, where i personally think are a more wonderful approach to create a more cohesive environment inside organizations. This slide include a small snippets of what exist in the book. For every COO, CEO, or many other C-Level in small medium large business, or non-profit organizations, I recommend you to purchase this book through Amazon, or many other wonderful book purchasing platform existed.

1. At Intel, it almost doesn’t matter what
you know. It’s what you can do with
whatever you know or can acquire and
actually accomplish tends to be valued
here. Hence the company slogan “Intel
delivers” - Andy Grove

2. Goal Setting

3. A study:
Hard goal drive performance more
effectively than easy goal. And a
specific hard goal can produce higher
level output than vaguely worded ones

4. A study:
Clear and shareable goal also affect
engagement. A 2-years study of
Deloitte found that no single factor has
more impact than ‘clearly defined goals
that are written and shared freely. It
create alignment, clarity, and job
satisfaction’

5. A study:
In a recent survey of one thousand
working adults, 92 percent said they’d
be more motivated to reach their goals
if colleagues could see their progress.

6. Transparency and Collaboration
Transparency seeds collaboration. Say, an employee is struggling to reach a
quarterly objective. Because she has publicly tracked her progress, colleagues
can see that she needs help. They jump in, posting comments and offering
support.
Transparency also seeds meritocracy. When people write down ‘This is what i’m
working on,’ its easier to see where the best ideas are coming from. Soon, it’s
apparent that the individual moving up are the ones doing what the company
most values. Organizational poisons, suspicion, sandbagging, politicking, loses
their toxic power.

7. Connected companies are quicker
companies. People across the whole
organization can see what’s going on.
Suddenly you have people who are
designing a handset reaching out to
another team doing software, because
they saw an interesting thing you could
do with the user interface

8. A study:
Frontline employees thrive when they
can see how their work aligns to the
company overall goals

9. OKR
Objective and Key Results

10. OKR was used by AOL, Dropbox,
LinkedIn, Oracle, Slack, Spotify, Twitter,
Google, Intel, and many more outside
Silicon Valley such as BMW, Disney,
Exxon, Samsung, and Bono, and
Melinda & Bill Gates Foundation

11. OKR system is a tool. Not a weapon.
It is meant to pace a person, but to put stopwatch in his
own hand, so he can gauge his performance.
It is not legal document upon which to base a performance
review.
They’re meant to be guardrails, not chains or blinders.
To make us excited about coming to work every day.

12. A study: making measured headway
can be more incentivizing than public
recognition, monetary inducement, or
even achieving the goal itself. The
single greatest motivator is ‘making
progress in one’s work’. The days that
people make progress are the days
they feel most motivated and
engaged

13. Understanding OKR

14. What is Objective. What is Key Result.
Yin and yang of goal setting.
Principle and practice.
Vision and execution.
Objectives are the stuff of inspiration and far horizons, while
Key Result are more earthbound and metric-driven.

16. Two type of Objective
Operational Objective must be met in
full
Aspirational Objective should be
uncomfortable and possibly
unattainable. Eg: Google Moonshot
Culture

17. Each objective should be tied to < 5 key
result. If objective is well framed, then
3-5 KR will usually adequate to reach it

18. Writing Key Result
To safeguard quality while pushing for quantitative deliverables, one solution is
to pair key results with numbers to measure both effect and counter-effect

19. Weak Average Strong
Objective: Win the Indy 500 Objective: Win the Indy 500 Objective: Win the Indy 500
Key Result: Increase lap speed Key Result: Increase average lap
speed by 2 percent.
Key Result: Increase average lap
speed by 2 percent
Key Result: Test at wind tunnel
ten times
Key Result: Reduce pit stop time Key Result: Reduce average pit
stop time by one second
Key Result: Reduce average pit
stop time by one second
Key Result: Reduce pit stop
errors by 50 percent
Key Result: Practice pit stops
one hour per day

20. Company objective are closed to debate
But their key results can continue to be
negotiated
Key result also can be modified or even
discarded mid-cycle if it no longer
practical or relevant

21. Individual contributor should be
encouraged to create half of their own
OKR, in consultation with manager

22. An objective might jump from CEO straight to manager, or
from a director to an individual contributor.
Or the company leadership might present its OKR to
everyone at once and trust people to say “Okay, now i see
where we’re going, and i’ll adapt my goals to that”.
Or a contributor might not align with a direct manager’s OKR,
but she align with the General Manager overarching
objectives.

23. OKR at Google

24. Google provide 20 percent time policy
which free engineer to work on side
project for the equivalent of one day per
week. In 2001, the young Paul Buchheit
initiated a 20 percent project with the
codename Caribou. It’s now known as
Gmail.

25. Why OKR Matters to Google
Larry Page: It helped make our crazily bold mission
of ‘organizing world information’ even achievable.
Larry Page: They kept the rest of the company on
time and on track when it mattered most.
Googler are encouraged to use their OKRs in
self-assessment, as guide, not as grade.

26. Stretch Goal (Aspirational Objective)
Google is propelled by their moonshot culture. When you aim for stars, you may
come up short, but still reach the moon. It is called as the gospel of 10x.
Consider Gmail. Before it came, the mail server storage was 2-4 megabyte. Then
Google leader consider offering 100MB of storage. But by 2004, when the
product released, they instead provide a full gigabyte storage. And since then,
digital communication changed forever.
This type of goal was named Big Hairy Audacious Goal (BHAG). In Google,
aspirational OKR are set at 60 to 70 percent attainment.

27. Encouraging a Stretch Goal
Leader need to challenge team without making them feeling that the goal is
unattainable. A stretch goal cannot seem like a long march to nowhere.
Hence comes The Art of Framing.
Youtube used to set a four year OKR during 2012, where at 2016, they must
reach a billion hour daily watch time, represented 10x increase to their watch
time. While one billion daily hours sounded awfully lot, it represented less than
20 percent of the world total television watch time. Introducing context is
helpful and clarifying.
Their billion hours of daily watch time gave the tech people a North Star

28. OKR Check-ins
Check-in is activity where contributor report their progress to grade their OKR.
Google benchmark check-in cycle is monthly. Real-time dashboard will be
needed to display the progress to each stakeholder in the company.
In Google, 70 percent (0.7) achievement was considered a success.
Green zone = 0.7 to 1.0
Yellow zone = 0.4 to 0.6
Red zone = 0.0 to 0.3

29. OKR Cycle.
There are no religion of this protocol. No one size fit all.
An engineering team might opt for six-week OKR cycles to
stay in sync with development sprints. A monthly cycle
could do the trick for early-stage company still finding its
product-market fit.
The best OKR cadence is the one that fit the context and
culture of your business

30. In Google early years, Larry Page set
aside two days per quarter to
personally scrutinize the OKRs of each
and every software engineer

31. OKR Dependencies
Google: Each quarter our department
head presented their goals and
identified dependencies

32. OKR Wrap-up at the end of cycles
Are retrospective and forward looking at the same time. An unfinished
objective might be rolled over to the next quarter, with a fresh set of key
results.
OKR do not expire with completion of work. Tremendous value can be
gained from post hoc evaluation and analysis.
In scoring OKR, we mark what we’ve achieved and address how might
we do it differently next time.
There are no judgement, only learning.
Most important: Throw a party at the end of cycle to celebrate.

33. OKR have helped us to 10x
growth, many times over
Larry Page, Google

34. What to do, to adopt OKR?

35. OKR require a public commitment by leadership.
For organizational-level OKRs, the buck stops with senior leadership. They must
personally commit to the process. You need the leader to embrace the process
and lieutenant to ride herd over scoring and reviews.
When you’re the CEO or the founder of a company, you’ve got to say ‘This is
what we’re doing’ and then you have to model it. Because if you don’t model it,
no one’s going to do it.
People need more than milestones for motivation. They are thirsting for
meaning, to understand how their goals relate to the mission.

36. Cloud-based OKR management
software such as JIRA, Salesforce, and
Zendesk, so it can be accessible to all
contributors.

37. CFR (Conversations,
Feedback & Recognition)
Because OKR is not silver bullet, they cannot
replace strong leadership, judgement, or creative
culture

38. Ninety minutes of a manager’s time can
enhance the quality of your
subordinate’s work for two weeks

39. There will be late adopters, resisters,
and garden-variety procrastinator. A
best practice is to designate one or
more OKR shepherds

40. By applying OKR, we’ll change our way
to communicate. Instead of “What the
hell, can you hurry up and get shits
done? I’ve been waiting forever”, you
can replace with “My KR is at risk”,
which is less aggressive but also more
constructive

41. In business, there is rarely a single right
answer. By loosening the reins and
backing people to find their right
answers, we help everybody win

42. We don’t hire smart people to tell them
what to do. We hire smart people so
they can tell us what to do.
- Steve Jobs