Measure what matters : how Google, Bono, and the Gates Foundation rock the world with OKRs / John Doerr.
- 2 of 2 copies available at Berklee College of Music.
0 current holds with 2 total copies.
|Location||Call Number / Copy Notes||Barcode||Shelving Location||Holdable?||Status||Due Date|
|Main Library||HD30.28 .D634 2018||37684001100091||Career Stacks||Copy hold / Volume hold||Available||-|
|Valencia Main Library||HD30.28 .D634 2018||37684001091714||Valencia Stacks||Copy hold / Volume hold||Available||-|
- ISBN: 9780525536222
- ISBN: 0525536221
- Physical Description: xiii, 306 pages : illustrations ; 22 cm
- Publisher: New York, New York : Portfolio/Penguin, 
|Bibliography, etc. Note:||
Includes bibliographical references and index.
|Formatted Contents Note:||
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.
"In the fall of 1999, John Doerr met with the founders of a start-up he'd just given nearly $12 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 survive, Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They had to know when to pull the plug on losing propositions, to fail fast. They needed timely, relevant data to track their progress--to measure what mattered. Doerr introduced them to a proven approach to operating excellence--Objectives and Key Results. The rest is history."--Dust jacket.
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