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)

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

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

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.

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

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

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

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

People who know where to go often know better how to get there

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

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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

Everyone deserves a healthy and vibrant life

Eliminate malaria by 2040

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

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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

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

Communication can change individual thinking patterns, then change individual behavior patterns, and ultimately change organizational behavior patterns.

CFR, dialogue, feedback, recognition

Continuous performance management and annual performance management

Five questions about continuous performance management

Recognition, especially among colleagues, can inspire company culture

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.

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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

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

Providing technology and solutions to the healthcare system

Transparency on cost, quality, service, and options

Problems encountered when implementing OKRs

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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

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Goals are what drive me forward by Muhammad Ali

Ideas are easy, execution is key

Tribute to Kluf and Bill Campbell

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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