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Measure What Matters, John Doerr

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• Warum OKRs?
  • Transparenz und Fokus ("Nein" sagen!), verknüpfen von Team-Zielen mit übergeordneter Mission
  • schreib auf, was wichtig ist; nicht, was sowieso notwendiger Alltag ist
• Definition von Objectives and Key Results (OKRs):
  • "We will achieve a certain OBJECTIVE as measured by the following KEY RESULTS …."
  • Objectives:
    • WAS soll erreicht werden. Aggressiv, handlungsorientiert, spezifisch.
    • Kann von einem OKR-Zyklus zum nächsten übergehen.
    • Es gibt "verpflichtende Os" (Ø 1.0 erwartet) und "angestrebte Os" (Ø 0.7 erwartet)
  • Key Results:
    • Steuerungsmittel für das WIE. Aggressiv, handlungsorientiert, spezifisch.
    • beschreiben Output, nicht Aktivitäten (aktive Wörter wie "beraten", "helfen", "analysieren")
    • Sobald alle KRs erreicht sind, ist auch das O erreicht.
  • 3-5 Os und max. 5 KRs pro O
    • ca. 50% der OKRs bottom-up, Rest ist Vorschlag ohne Zwang; Stretch Goals sind wichtig.
      • zu ehrgeizige Os zerstören Glaubwürdigkeit/Teamzusammenhalt
    • Bewertungsskala: 0-0.3: rot, 0.4-0.6: gelb, 0.7-1: grün
  • "dual tracking": quartalsweise OKRs und jährliche OKRs gleichzeitig
  • kein Instrument zum Performance Review, sondern Mittel zur Reflexion
• 1-on-1s: subordinate’s meeting, with agenda & tone set by him
  • Vor 1-on-1: What behaviors/values do I want him to continue/stop?, How can I help?
  • Während 1-on-1: What are you working on? How are you doing? How are your OKRs?, What's in your way? What do you need from me to be more successful?, What helps you achieve your career goals?
• Project Aristotle (internal Google study of 180 teams): standout performance correlated to ...
  • Structure and clarity: Are goals, roles, and execution plans on our team clear?
  • Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  • Meaning of work: Are we working on something that is personally important for each of us?
  • Dependability: Can we count on each other to do high-quality work on time?
  • Impact of work: Do we fundamentally believe that the work we’re doing matters?
• Youtube, 2016: 1 bn hours of daily watch time war 4-Jahres-Objective
• John Doerr:
  • "Ideas are easy. Execution is everything."
  • "If those habits aren’t ingrained early on, one of two things happens: Unsuccessful companies scale beyond the leadership team’s capacity, and they die. Successful companies scale beyond the team’s abilities and the team gets replaced. Those are both sad outcomes. The better way is to train people to think like leaders from the start, when their departments have a staff of one."
  • Google-OKR-Pitch: Objective: Planungsprozess für die Firma aufsetzen; KR #1: John beendet Präsentation pünktlich; KR #2: Beispiel-Quartalsziele für Google erstellt; KR #3: Entscheidung für 3-monatigen OKR-Versuch.