OKR is a powerful targeting system and a kind of participatory targeting protocol for companies, teams and individuals. This system creates coordination and improves the performance and results of growing companies. OKR stands for Objectives and key results. Start using OKR Andy Grove It comes from Intel. In 1975, John Doer He completed an OKR training course taught by Andy Grove. At the time, Doer was Intel’s sales manager. In 1999, John Doer applied his teachings to Google, and Doer and Google took those teachings seriously.
Google has been using OKR effectively for over a decade and its use has become a core culture in Google; Such a way that Rick at all“Google was not Google until OKR was adopted,” says the leader of the Google Partners team. After the serious and successful use of OKR in Google, other reputable and leading companies such as Microsoft, Twitter and LinkedIn began to use this system for targeting. Currently, this tool is used in many companies, especially fast-growing companies in the world and many startups and companies in Iran.
John Doyer, a well-known investor, in “Examine the Important: How Google, Bono, and the Gates Foundation Were able to transform the world with OKR?” Demonstrates how the core goals and achievement system (OKR) has helped technology giants, including Intel, Twitter, and Google, achieve rapid and sustainable growth.
Introducing the book “Assess the Important”
The OKR system is a solution for defining and pursuing goals and their results, which is usually defined quarterly (quarterly) and annually. In 1970, Andy Grove first came up with the idea for this method at Intel, called OKR and Main Outcome Management (OKR). Twenty-nine years later, in 1999, John Doerr introduced it to Google, with a few changes, citing Grove as the father of the method. It’s been 18 years since Google used this method.
OKR is actually a very successful leadership management process that aims to connect the organization, department, team and individuals. This process can be measured hierarchically to achieve different goals. In summary, OKRs are a measure of the extent to which goals are achieved and the conversion of qualitative criteria into quantitative parameters. In this way, each person tries to achieve these specific goals by knowing their duties and responsibilities. OKRs include a list of three to five goals with the highest priority for each person, each of which has three to five sub-goals and a major and measurable outcome.
In Measuring the Important, John Doyer shows the revolutionary movement behind explosive growth. It also shows how the OKR system can help other companies. In this goal-setting system, O-Objectives represent the goals we want to achieve, and KR-Key Results determine how we can achieve those goals with specific, measurable, and timely actions. Let’s reach. In this system, the goals of everyone, from ordinary employees to the CEO, are clear to the entire organization.
Okira is a simple process that promotes different organizations. This process gives a lot of transparency to the leaders in the organization. It also provides an effective way to try. For example, you may be wondering: Why can’t users upload their video to YouTube instantly? Isn’t this more important than any other goal you have planned for the next quarter?
The book is about targeting and measuring it using OKR; A concept that stands for major goals and results and is used by companies such as Google, Intel, LinkedIn and many small startups around the world. Imagine you decide to live a healthier life and have a healthier body. This is a qualitative goal and you can not measure whether it is achieved or not. However, if we simply want to measure this goal using OKR, we can think of it this way:
Objective: Have a healthier body.
Key Results: I go to the mountains ten times or I run sixty kilometers or I eat fast food at most twice
In the example above, we have a goal and we have identified some main results for it. Imagine this is a quarterly goal; In other words, in these three months, you have to go to the mountains ten times in total, run sixty kilometers and eat fast food at most twice. In this case, you can say that you have reached your goal. In the next three months, you can keep the goal constant and define different main results for it.
Clearly setting goals and explaining the main results can lead to alignment of the organization and improve the level of performance.
In Measuring the Important, Doer will transform your approach to goal setting for yourself and your organization. Whether you are in a small organization or a large global organization, John Doer makes every leader think more deeply about building a focused and purposeful business environment.
In this book, he clearly explains how clearly setting goals and explaining key outcomes can lead to organizational alignment and improved performance. This book is like a gift for any leader or entrepreneur who wants a clearer, more accountable and effective team; Because it supports big, bold ideas that can eventually become an organization.
In addition to a stunning personal history of technology in Silicon Valley, Silicon Valley is a must-have guide for organizations large and small. The name Silicon Valley, or Silicon Valley, was originally derived from the large number of silicon chip companies in the region, which later became a symbol of the existence of high-tech companies in the region. It goes without saying that the fame of this region is due to the location of many world-renowned IT companies in this region. Silicon Valley is located about seventy kilometers southeast of San Francisco in the United States and includes many cities, the most important of which is San Jose, known as the capital of Silicon Valley.
In most cases, managers have a serious problem when it comes to measuring the performance of their content team. Content practitioners believe that it is not possible to measure the performance of content in the short term. Instead, managers want metrics to determine if “something is being done” and whether they can be hopeful in the long run. It seems that using OKRs can solve this problem to a large extent. Overall goals can have measurable main results so that we and the organization can measure performance at different intervals and move forward according to the results. For example, “better communication with existing customers” is a very qualitative goal; But we can define the main measurable results for it; For example, “20% reduction in calls made solely for product awareness” or “10% increase in product story on Instagram.” Perhaps these key results do not fully reflect better communication with current customers; But to some extent, they make this issue numerical and measurable.
In addition to a superb personal history of technology in Silicon Valley, “Assess the Important” is a must-have guide for organizations large and small
Every year, Gallup polls show that lack of employee enthusiasm is a serious issue in today’s workplace. Less than one-third of American employees are enthusiastic about their work and actively participate in their workplace. Of the millions less enthusiastic, half are willing to leave their company for less than 20 percent extra. Feeling uninterested in business is not a philosophical and abstract problem; Rather, it is quite effective in the end result of the business.
Working groups with significant participation are very profitable and have fewer quits. According to Deloitte’s published research, retention and participation in work has become the number two issue in the minds of business leaders, and more importantly, building global leadership.
Exactly how can partnerships be created? A two-year review by Deloitte shows that no factor is more effective than specific goals that are written and freely shared. It should be noted that goals lead to alignment, transparency and job satisfaction.
If goals are linked to the team’s mission, results and strikes are valued, feedback is promoted, small and big victories are celebrated, and limitations are pushed back by setting challenging goals, we will be forced to strive for a goal that may To look far away. This is the goal that OKR pursues. The bottom line is that OKIR is not a magical solution and cannot replace rational decision making or strong leadership or a creative work culture. However, if these principles are in place, they can take you to the top.
Excerpt from the book “Assess the Important”
OCRs expose the main goals and direct the efforts and directions. They also link different operations together and give the whole organization purposefulness and integration. Exactly how can partnerships be created? Deloitte’s investigation showed that no factor is more effective than the clearly written and freely shared goals. Goals lead to alignment, transparency and job satisfaction.
Goal setting is not flawless and impenetrable. They become frustrated, pessimistic, and unmotivated when people have conflicting, opaque, meaningless, or variable goals; So you have to set goals from the bottom up. To enhance participation, teams and individuals should be encouraged to create half of their own OKIs in consultation with managers. When all the goals are set from the top down, the motivation disappears.
When others determine how, the goal will not lead to our participation as much. برتی کثال “If my doctor tells me to lower my blood pressure by training in the San Francisco Marathon, I may at least follow this advice,” he says. However, if I decide to compete myself, I am more likely to reach the finish line; “Especially if we run with my friends.”
People become frustrated, pessimistic, and unmotivated when people have conflicting, opaque, meaningless, or variable preferences.
Based on our experience at Google, I can say that OKRs are especially useful for young companies that are just starting to build their own culture. As the saying goes, “culture swallows strategy,” this is our first step that makes sense. Leaders are rightly concerned about culture. The founders ask how they can take care of the growing cultural values of their companies. Corporate executives refer to OCAR and CIAFAR as tools for changing culture, and a large number of job seekers and career path builders make cultural fit fit their main criteria.
As you can see throughout the book, the Okis are clear repositories of leaders’ priorities and insights. Scenes help ensure that these priorities and insights are conveyed; But goals cannot be achieved in a vacuum and, like sound waves, require the environment. For ochers and digitalists, the environment is the culture of the organization and the living image of its most popular values and beliefs.
Here, the question arises: How do companies define and build a positive culture? While I do not have a simple answer, the OKs and CFs present the blueprint by aligning the teams to work towards multiple common goals. Then, ocarians and digitalists, by combining them through light and purposeful communication, create transparency and accountability. It is clear that the supporting foundations for sustainable performance and healthy culture and structured goal-setting are interdependent.
About the author and publisher of the book
John Doer was born in 1951 in St. Louis, Missouri. He is a venture capitalist in Silicon Valley and has a fortune of more than $ 1 billion. To date, Doer has invested in major companies including Google, Amazon, Compaq, Sun Microsystems and Netscape. For 37 years, it has provided valuable services and advice to entrepreneurs to build innovative companies and powerful teams. In 2018, he wrote a book called Measure What Matters, which quickly made the New York Times bestseller list.
In this book, John Doer explains well the ways to set bold goals as well as the ways to achieve those goals. He teaches valuable lessons to innovators and entrepreneurs with this book and the WhatMatters.com platform. John Doer is a leading investor and board member of Google and Amazon, and has helped create more than half a million jobs for the world’s top companies. In addition to her main job, she helps social entrepreneurs make positive changes in areas such as public education, climate change, natural disasters and global poverty. In addition, Doer serves on the board of directors of the Obama Foundation and one.com.
In 2017, John Doer published the book Measure What Matters with the full English title Measure What Matters: OKRs: The Simple Idea that Drives 10x Growth. New Publications translates this book Mohammad Mehdi Mohseni And the title “Assess the Important; “How did Google, Bono and the Gates Foundation change the world with OKR?” It has been published in 264 pages.