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Measure What Matters is a revolutionary approach to business that has been adopted by some of Silicon Valley's most successful startups. It is a movement that is behind the explosive growth of Intel, Google, Amazon and Uber and many more. Measure What Mattersis about using Objectives and Key Results (or OKRs) to make tough choices on business priorities. It's about communicating these objectives throughout the company from entry level to CEO and it's about collecting timely, relevant data to track progress - to measure what matters. When Google first started out, its founders had amazing technology, entrepreneurial energy and sky-high ambition but no business plan. John Doerr taught them a proven approach to operating excellence that has helped them achieve greatness. He has since shared OKRs with more than fifty companies with outstanding success. In this book, Larry Page, Bill Gates, Bono, Sheryl Sandberg and many more explain how OKRs have helped them exceed all expectations and run their organisations with focus and agility. "The revolutionary movement behind the explosive growth of Intel, Google, Amazon and Uber. With a foreword by Larry Page, and contributions from Bono and Bill Gates. Measure What Matters is about using Objectives and Key Results (OKRs), a revolutionary approach to goal-setting, to make tough choices in business. In 1999, legendary venture capitalist John Doerr invested $11.8 million in a startup that had amazing technology, entrepreneurial energy and sky-high ambitions, but no real business plan. Doerr introduced the founders to OKRs and with them at the foundation of their management, the startup grew from forty employees to more than 70,000 with a market cap exceeding $600 billion. The startup was Google. Since then Doerr has introduced OKRs to more than fifty companies, helping tech giants and charities exceed all expectations. In the OKR model objectives define what we seek to achieve and key results are how those top- priority goals will be attained. OKRs focus effort, foster coordination and enhance workplace satisfaction. They surface an organization's most important work as everyone's goals from entry-level to CEO are transparent to the entire institution. 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."--Publisher's description ****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... 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... Part 1. OKRs in action. Google, meet OKRs -- The father of OKRs -- Operation crush : an Intel story -- Superpower #1: Focus and commit to priorities -- Focus : the Remind story -- Commit : the Nuna story -- Superpower #2: Align and connect for teamwork -- Align : the MyFitnessPal story -- Connect : the Intuit story -- Superpower #3: Track for accountability -- Track : the Gates Foundation story -- Superpower #4: stretch for amazing -- Stretch: the Google Chrome story -- Stretch: the YouTube story -- Part 2. The new world of work. Continuous performance management : OKRs and CFRs -- Ditching annual performance reviews: the Adobe story -- Baking better every day: the Zume Pizza story -- Culture -- Culture change : the Lumeris story -- Culture change : Bono's ONE campaign story -- The goals to come.