1999年的秋天，John Doerr與Google的創始人之一Larry Page與Sergey Brin見面，並決定投注1,250萬美金於這家新創公司，這是當時John Doerr職業生涯中最大的投資，Page與Brin擁有驚人的才華、野心勃勃並且熱情，但沒有明確的商業計畫與管理技巧。面對企業的生存，甚至翻轉世界的渴望與壓力，Page與Brin必須學習如何對眾多優先事項做出抉擇，使團隊聚焦在關鍵目標上，並確保一切的工作都與目標高度連結，他們需要一套管理工具來衡量真正重要的事。
Doerr曾是一名Intel的工程師，80年代他見識到了Intel在Andy Grove帶領下突飛猛進的快速成長，這時他發現了OKR (Objectives and Key Results)，後來Doerr做為一名風險投資人，他將OKR這套目標管理工具傳授給這兩位Google創始人，並與其他超過五十家公司分享了Andy Grove的想法，不論任何產業或組織，OKR都能有效發揮功效。
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth--and how it can help any organization thrive.
In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress -- to measure what mattered.
Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked.
In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization.
The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.
In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.