MindMap Gallery This is OKR
OKR (Objectives and Key Results) is a set of management tools and methods for clarifying and tracking goals and their completion. It was invented by Andy Grove, founder of Intel, and is used by Intel, Google , YouTube and other world-class companies all use this method.
Edited at 2020-08-09 21:29:05This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
This is OKR
Previous article: Basic characteristics and practice of OKR
Chapter 1: When Google meets OKR
If you don't know where your destination is, you may never get there
In 1999, it invested US$11.8 million to invest 12% in Google founded by two Stanford dropouts. Larry Page and Hilgay Brin are confident, conceited, curious, thoughtful in everything, willing to listen, willing to spread their own ideas, and can easily cross the knowledge gap Shrewd negotiator, principled leader, uneasy with the status quo
Larry Page is a thinker who's both starry-eyed and down-to-earth: an engineer's engineer.
To what extent can the problem of low search quality in the market be improved, and how big will the search engine market be in the future?
Great ideals, extremely entrepreneurial spirit, but lack of management experience
Stop investing in losers, get timely and relevant data, effectively track project progress, and shine a light on the results that really matter
Ideas are easy, execution is most important Andy Grove was the greatest manager of the 1970s
Objectives and key results method: objectives and key results Not a panacea: cannot replace good judgment, strong leadership, and a creative corporate culture Basic elements + OKR
OKR is a set of management methods that ensure that the entire organization is focused on accomplishing things that are equally important to everyone.
Goals should be important, specific, action-oriented and inspiring
If there isn't a concrete number by which to measure these results, then it's not a key result Specific, time-bound, challenging, and achievable
create a plan Key results ①I will finish my speech on time Key results ②We will establish a quarterly OKR template based on Google Key Result ③ I will get three-month OKR trial run management rights
OKR’s ⚠️⚠️⚠️⚠️over-focused, unethical, risk-taking, decreased willingness to collaborate and motivation
Clear, challenging goals really improve productivity
Disengagement can have an extremely negative impact on profits Highly engaged work teams create more wealth with less effort
If goals have conflicting priorities, are unclear, meaningless, and are changed haphazardly, employees will become frustrated, cynical, and lose motivation.
Promoting feedback and celebrating employee achievements, large and small, pushes our limits and pushes us to challenge the impossible
Larry and Sergey: Only by clear goals can we achieve our goals. Concisely list the important things on one page and make them public to all Google employees.
Grove’s OKR practice requires: rigor, commitment, clear thinking and active communication
20% time system: Allow engineers to use 20% of their time to devote their energy to projects they think are promising.
OKR and CFR (coverage, feedback, recognition)
Chapter 2: The Father of OKR
Although many people work hard, they achieve little - Andy Gruver
It almost doesn’t matter what you know, execution is what counts;
The company should be built on the basis of trust and respect for employees, not just as a tool for profit; seek opinions from subordinates on goals; subordinates should be greater than or equal to ≥ ≥ twenty-two
Give full play to the management principles of personal ability and responsibility, establish a common vision and direction of efforts, establish a team spirit, and coordinate individual and common goals.
Disadvantages of target management: top-level communication, long-term unchanged targets, degenerated into KPIs, linked to employees’ salaries and bonuses (risks may result in penalties)
How to define and quantify the output of knowledge workers? If you want to increase output, what should you do?
Solve problems quickly, objectively, systematically and permanently, do not care about people and people, do not care about politics, make decisions quickly and decisively, and be able to integrate collective opinions
MBO (management by objectives) vs OKR
MBO: What are the goals Annual Undisclosed Top down
OKR: Goal? & How to achieve monthly public bottom-up team consultation
The author's first OKR in 1975, printed and posted on the bookshelf [Goal] Demonstrate the superior performance of the 8080 processor (with Motorola 6800) [Key results] 1 Write a function benchmark program 2 Develop a sample 3 Prepare sales training materials for field personnel 4 Contact three customers to prove that the materials can be used
Everyone writes down OKRs and even the CEO’s goals can be seen Weekly one-on-one meetings, bi-weekly staff meetings, monthly and quarterly reviews, and OKRs are all the focus of discussions
Tell the team clearly what needs to be done, what has been accomplished, and what has not been accomplished.
Andy's Late List Stupid people, long meetings, questionable advice The best way to solve management problems is: ① Face problems with creative thinking, and face others honestly, directly, and without apology
[During meetings] Expose problems, discuss freely, be fully prepared in advance, put forward your own opinions and stick to your position
Be absolutely honest, put aside personal interests, and be loyal to the team Less is more: goals are what to do and what not to do Three OKRs are specified in each cycle, and what key results correspond to each goal?
The share of bottom-up goal setting should account for 50%
Engage together: Collaborate on priorities & how to measure progress; even if goals are set, key results can still be negotiated and adjusted
Stay flexible: dynamically collaborate on modifications, abandon certain key results
Dare to fail; a little higher than easy
OKR is a tool, not a weapon
patient and firm
There must be an adaptation process and qualified leadership
Chapter 3: Operation Smash: The Story of Intel Corporation
The idea and culture that employees can express their views without fear of retribution is crucial, and bringing possible issues to the attention of management
When a crisis comes, poorly run businesses may be destroyed, but good ones survive and thrive.
Chapter 4: Focus and Commitment to Priorities
It is our choices, not our abilities, that reveal who we are by J.K Rolin
Weigh the importance of something: What will be the most important thing in the next three or six months?
Successful organizations focus on the few initiatives that will make a real difference and postpone the non-urgent items
Good ideas are not bound by hierarchies, and the strongest and most active OKRs often originate from frontline employees
That's what we're doing, setting an example and leading by example
Only when you take the trouble to emphasize it multiple times can team members really listen to you.
Why you do it, how you do it, and understand the connection between your goals and the company's mission
Key results are the levers that pull the goal, usually 3-5 A key result is enough to ensure that the goal is achieved, and it is challenging
The harm of single-dimensional OKR Ford Pinto model; Wells Fargo is deeply involved in consumer banking scandals The more aggressive OKR is, the greater the risk of neglecting important standards.
When key results focus on output, they need to focus on effects and counter-effects, work quality, and product quality.
Basic principles of goal setting: Key results should be clear, specific, and measurable, with a mix of outputs and inputs aligned to help
Commands should give way to questions: What matters most
Chapter 5 Focus, the story of Remind
By using OKRs, Remind focuses on its primary goals, serving millions of students who matter to the future of the country.
The company's goal list is posted on the washstand mirror
Brett Kopf: It stems from my own inability to focus. When I founded a company with my brother, I couldn’t focus: I didn’t have time to understand the real problems faced by teachers and spent too much time meeting investors.
Solve problems, create simple products, and communicate with users
David taught himself programming, and Brett focused on the 10-week goal: interviewing 200 teachers, long-distance communication is a pain point, and information security
Number of active teachers per week, number of active teachers per month, retention rate
Top Purpose Poll, here’s what’s most important to us and why, and how to get there Everyone knows what everyone else is working on, no regular meetings are needed, and OKR corporate politics lose their negative role
Print out three or four important goals, write them in a notebook, and put them next to the computer and everywhere I pass. These are my three major tasks.
What can I do today to move the company forward?
Making mistakes, correcting them and moving on is something companies allow, otherwise it stifles innovation Get rid of financial work, focus on trivial tasks, and focus on strategic macro and products.
Provide every student with an opportunity to succeed
Chapter 6 Commitment, the story of Nuna Medical Technology
Commit to OKRs and start using OKRs from the morning down to let all employees know the CEO’s OKRs
Sharper focus and clearer priorities
Chapter 7 Weapon 2: Collaboration and connection in team work
Don’t hire smart people and tell them what to do It's about letting them tell us what we should do byJobs
At any given time, quite a few people in an organization are doing the wrong things, and the real challenge is knowing what those wrong things are.
It's easier to see where the best ideas come from when people write This is what I'm doing
Those who get promoted the fastest are those who focus on the most important things in the company
When OKR is open and transparent, there will be collaboration and duplication of redundant tasks will be exposed.
Synergy: Both managers and employees must connect their daily work to the organizational vision
Activate grassroots, 20% time, Paul Buchheit's Gmail project
A healthy organization will encourage certain goals to emerge from the bottom up, such as a physical therapist's approach to injury prevention that will help top players stay healthy throughout the season.
Those on the front lines often sense impending changes in advance
Ren Zhengfei said, let those who hear the gunfire participate in decision-making
People who know where to go often know better how to get there
Chapter 8 Synergy, the story of Slimming Baby
Small changes turn into big changes, and small steps lead to thousands of miles.
Simplify the main goals, refine, extend, and break down the goals layer by layer in the organization
Each quarter, department heads present their goals and identify interdependencies
Chapter 9 Connection, the story of Intuit Group
subtopic
See everyone and invest in them, you always know what they are thinking and know they have your best interests at heart
Bureaucratic obedience transformed into loving obedience
Each quarter has 3 team goals and 3 individual goals We need to let everyone in the company know what we are doing, how we are doing it, and why we are doing it.
The OKRs of top managers also need to be updated quarterly, and they also need transparent continuous chat tool Slack, collaborative editing tool Google Doc, content management tool box, and video technology tool Jeans.
My goal is exactly a key result in my manager’s OKR
subtopic
Chapter 10 Weapon Three: Responsibility Tracking
We believe in God, except God, everyone else must speak with data
OKR traceability, continuous adjustment and modification
OKR is intrinsic value, while bonuses, etc. are only extrinsic value
OKR mentor, real-time tracking Achieving quantifiable progress is more motivating than public recognition, financial incentives, or achieving the goal itself
Making progress at work is when they feel most motivated and engaged
OKR does not expire because the work is completed. In any data-driven system, post-event evaluation and analysis can unearth huge value.
Only provide truly useful data
Consciously summarize, refine, and clarify key lessons learned
Educator John Doerr: We don’t learn from experience, we learn by reflecting on it
Reflection at the end of the OKR cycle
Did I accomplish all of my goals, and if so, what contributed to my success
If not, what obstacles did I encounter?
If you want to rewrite a complete goal, what changes need to be made?
What experiences have I learned that can help me formulate OKRs for the next cycle more effectively?
Chapter 11 Tracking, the story of the Gates Foundation
Everyone deserves a healthy and vibrant life
Eliminate malaria by 2040
Chapter 12 Sharp Weapon Four, Impossible Challenge
The biggest risk is to do nothing
OKR encourages us to stay away from our comfort zones, transcend the boundaries of our abilities, and keep moving closer to our dreams.
Two-person travel incentive, if one person fails to meet the standard, the entire team loses the opportunity, team team
Most people tend to believe that something is impossible, rather than going back to the real world to look for opportunities that might make it happen.
Stephen Levy’s 10X Principle 10x speed improvement, becoming an industry leader
subtopic
Chapter 13 Extension, the story of Google Chrome
If your goal is to reach Perseverance, you may never reach it, but you may fly to the moon in the process
Sundar Pichai’s story and Google’s 10x speed
Chapter Fourteen The Story of Youtube
Stephen Covey's Megalithic Theory: Stones, Pebbles, Sand
Be good at grasping the main contradiction and do important things first, otherwise you may never have the chance to do them
Watch time is the most important metric
Next article: OKR leads organizational change
Chapter 15 Continuous Performance Management
Communication can change individual thinking patterns, then change individual behavior patterns, and ultimately change organizational behavior patterns.
CFR, dialogue, feedback, recognition
conversation between manager and employee
Feedback between colleagues on work progress and future improvement directions
Recognition provides equal recognition based on the size of individual contributions.
Continuous performance management and annual performance management
Annual and ongoing feedback
Directive and autocracy vs guidance, democracy
Focus on results vs focus on process
Easily biased and driven by objectivity
Based on Weaknesses vs. Based on Strengths
Five questions about continuous performance management
what are you doing
How are you doing? How are you progressing with your OKRs?
Are there any obstacles in your work?
What help do you need from me to achieve your goals?
What help do you need to achieve your career goals?
Recognition, especially among colleagues, can inspire company culture
Chapter 16: Abandoning Annual Performance Reviews Adobe’s Story
Every February, a large number of employees voluntarily leave their jobs because they are disappointed with their appraisal results.
Sincerity, excellence, innovation, participation
Detailed feedback every six weeks How are you doing, what additional things need to be done, and what areas need improvement?
Annual performance is static, while the check-in system is dynamic, vital, and actively responds to changes.
subtopic
Chapter 17 Bake a little better every day: The story of Zume Piza
Creative work, non-GMO flour, organic 🍅, local fresh veggies, healthy bacon, pizza cooking on the go
more active participation
Higher transparency, more united team
A better conversation for one hour, once every two weeks, no lateness, no work talk, just personal plans for the next three years and how to break down
Insist on telling the truth and insist on doing the right thing
a more open culture
Calm, awake, focused
Chapter 18: Culture
You need a culture that encourages innovation, no matter how small by Bezos (Amazon)
OKR is used to guide leaders to formulate top goals and key results, and CFR is used to communicate top goals and key results.
Intel’s seven core corporate cultures
A sense of collective responsibility, unnecessary risk taking, quantifiable results
principle of progress Catalyst and nutrient solution
Coursera and OKRs
Chapter Nineteen: Cultural Change The Story of Lumeris
Providing technology and solutions to the healthcare system
Transparency on cost, quality, service, and options
Problems encountered when implementing OKRs
subtopic
Chapter 20 Cultural Change, Operation Bono One
Bono, the world’s biggest rock star in the past 20 years
Gauge enthusiasm Mo Ibrahim Corruption costs developing countries one trillion dollars a year
subtopic
Chapter 21 Future Goals
Goals are what drive me forward by Muhammad Ali
Ideas are easy, execution is key
Tribute to Kluf and Bill Campbell
subtopic
pay tribute
Preface
Execution first
John Dulvey’s gift from Google
In 1999, I started to receive OKRqw.
Create a clear blueprint of the key results you want to achieve, and then break it down into a plan that can be implemented step by step
Can visualize things within the enterprise
Help achieve 10 times faster integration of global information
Focus your time and energy on the most important things
floating theme