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  • We're at a critical moment.

  • Our leaders,

  • some of our great institutions

  • are failing us.

  • Why?

  • In some cases, it's because they're bad

  • or unethical,

  • but often, they've taken us to the wrong objectives.

  • And this is unacceptable.

  • This has to stop.

  • How are we going to correct these wrongs?

  • How are we going to choose the right course?

  • It's not going to be easy.

  • For years, I've worked with talented teams

  • and they've chosen the right objectives and the wrong objectives.

  • Many have succeeded, others of them have failed.

  • And today I'm going to share with you

  • what really makes a difference --

  • that's what's crucial,

  • how and why

  • they set meaningful and audacious goals,

  • the right goals for the right reasons.

  • Let's go back to 1975.

  • Yep, this is me.

  • I've got a lot to learn, I'm a computer engineer,

  • I've got long hair,

  • but I'm working under Andy Grove,

  • who's been called the greatest manager of his or any other era.

  • Andy was a superb leader and also a teacher,

  • and he said to me, "John, it almost doesn't matter what you know.

  • Execution is what matters the most."

  • And so Andy invented a system called "Objectives and Key Results."

  • It kind of rolls off the tongue, doesn't it?

  • And it's all about excellent execution.

  • So here's a classic video from the 1970s

  • of professor Andy Grove.

  • (Video) Andy Grove: The two key phrases of the management by objective systems

  • are the objectives and the key results, and they match the two purposes.

  • The objective is the direction.

  • The key results have to be measured,

  • but at the end you can look and without any argument say,

  • "Did I do that, or did I not do that?" Yes. No. Simple.

  • John Doerr: That's Andy.

  • Yes. No. Simple.

  • Objectives and Key Results,

  • or OKRs,

  • are a simple goal-setting system

  • and they work for organizations, they work for teams,

  • they even work for individuals.

  • The objectives are what you want to have accomplished.

  • The key results are how I'm going to get that done.

  • Objectives. Key results.

  • What and how.

  • But here's the truth:

  • many of us are setting goals wrong,

  • and most of us are not setting goals at all.

  • A lot of organizations set objectives and meet them.

  • They ship their sales, they introduce their new products,

  • they make their numbers,

  • but they lack a sense of purpose to inspire their teams.

  • So how do you set these goals the right way?

  • First, you must answer the question, "Why?"

  • Why?

  • Because truly transformational teams

  • combine their ambitions to their passion and to their purpose,

  • and they develop a clear and compelling sense of why.

  • I want to tell you a story.

  • I work with a remarkable entrepreneur.

  • Her name is Jini Kim.

  • She runs a company called Nuna.

  • Nuna is a health care data company.

  • And when Nuna was founded,

  • they used data to serve the health needs of lots of workers at large companies.

  • And then two years into the company's life,

  • the federal government issued a proposal

  • to build the first ever cloud database for Medicaid.

  • Now, you'll remember that Medicaid is that program

  • that serves 70 million Americans,

  • our poor, our children

  • and people with disabilities.

  • Nuna at the time was just 15 people

  • and this database had to be built in one year,

  • and they had a whole set of commitments that they had to honor,

  • and frankly, they weren't going to make very much money on the project.

  • This was a bet-your-company moment,

  • and Jini seized it.

  • She jumped at the opportunity. She did not flinch.

  • Why?

  • Well, it's a personal why.

  • Jini's younger brother Kimong has autism.

  • And when he was seven,

  • he had his first grand mal seizure

  • at Disneyland.

  • He fell to the ground. He stopped breathing.

  • Jini's parents are Korean immigrants.

  • They came to the country with limited resources

  • speaking little English,

  • so it was up to Jini to enroll her family in Medicaid.

  • She was nine years old.

  • That moment defined her mission,

  • and that mission became her company,

  • and that company bid on, won and delivered on that contract.

  • Here's Jini to tell you why.

  • (Video) Jini Kim: Medicaid saved my family from bankruptcy,

  • and today it provides for Kimong's health and for millions of others.

  • Nuna is my love letter to Medicaid.

  • Every row of data is a life

  • whose story deserves to be told with dignity.

  • JD: And Jini's story tells us

  • that a compelling sense of why can be the launchpad for our objectives.

  • Remember, that's what we want to have accomplished.

  • And objectives are significant,

  • they're action-oriented,

  • they are inspiring,

  • and they're a kind of vaccine against fuzzy thinking.

  • You think a rockstar

  • would be an unlikely user of Objectives and Key Results,

  • but for years, Bono has used OKRs

  • to wage a global war against poverty and disease,

  • and his ONE organization has focused on two really gorgeous,

  • audacious objectives.

  • The first is debt relief

  • for the poorest countries in the world.

  • The next is universal access to anti-HIV drugs.

  • Now, why are these good objectives?

  • Let's go back to our checklist.

  • Significant? Check. Concrete? Yes.

  • Action-oriented? Yes.

  • Inspirational?

  • Well, let's just listen to Bono.

  • (Video) Bono: So you're passionate?

  • How passionate?

  • What actions does your passion lead you to do?

  • If the heart doesn't find a perfect rhyme with the head,

  • then your passion means nothing.

  • The OKR framework cultivates the madness,

  • the chemistry contained inside it.

  • It gives us an environment for risk,

  • for trust,

  • where failing is not a fireable offense.

  • And when you have that sort of structure and environment

  • and the right people,

  • magic is around the corner.

  • JD: I love that.

  • OKRs cultivate the madness,

  • and magic is right around the corner.

  • This is perfect.

  • So with Jini we've covered the whys,

  • with Bono the whats of goal-setting.

  • Let's turn our attention to the hows.

  • Remember, the hows are the key results.

  • That's how we meet our objectives.

  • And good results are specific and time-bound.

  • They're aggressive but realistic.

  • They're measurable, and they're verifiable.

  • Those are good key results.

  • In 1999, I introduced OKRs to Google's cofounders,

  • Larry and Sergey.

  • Here they are, 24 years old in their garage.

  • And Sergey enthusiastically said he'd adopt them.

  • Well, not quite.

  • What he really said was,

  • "We don't have any other way to manage this company,

  • so we'll give it a go."

  • (Laughter)

  • And I took that as a kind of endorsement.

  • But every quarter since then,

  • every Googler has written down her objectives and her key results.

  • They've graded them,

  • and they've published them for everyone to see.

  • And these are not used for bonuses or for promotions.

  • They're set aside.

  • They're used for a higher purpose,

  • and that's to get collective commitment

  • to truly stretch goals.

  • In 2008, a Googler, Sundar Pichai, took on an objective

  • which was to build the next generation client platform

  • for the future of web applications --

  • in other words, build the best browser.

  • He was very thoughtful about how he chose his key results.

  • How do you measure the best browser?

  • It could be ad clicks or engagement.

  • No. He said: numbers of users,

  • because users are going to decide

  • if Chrome is a great browser or not.

  • So he had this one three-year-long objective:

  • build the best browser.

  • And then every year he stuck to the same key results,

  • numbers of users, but he upped the ante.

  • In the first year, his goal was 20 million users

  • and he missed it.

  • He got less than 10.

  • Second year, he raised the bar to 50 million.

  • He got to 37 million users.

  • Somewhat better.

  • In the third year,

  • he upped the ante once more to a hundred million.

  • He launched an aggressive marketing campaign,

  • broader distribution, improved the technology, and kaboom!

  • He got 111 million users.

  • Here's why I like this story,

  • not so much for the happy ending,

  • but it shows someone carefully choosing the right objective

  • and then sticking to it year after year after year.

  • It's a perfect story for a nerd like me.

  • Now, I think of OKRs as transparent vessels

  • that are made from the whats and hows of our ambitions.

  • What really matters is the why that we pour into those vessels.

  • That's why we do our work.

  • OKRs are not a silver bullet.

  • They're not going to be a substitute for a strong culture

  • or for stronger leadership,

  • but when those fundamentals are in place, they can take you to the mountaintop.

  • I want you to think about your life for a moment.

  • Do you have the right metrics?

  • Take time to write down your values,

  • your objectives and your key results.

  • Do it today.

  • If you'd like some feedback on them, you can send them to me.

  • I'm john@whatmatters.com.

  • If we think of the world-changing goals

  • of an Intel, of a Nuna, of Bono,

  • of Google,

  • they're remarkable:

  • ubiquitous computing,

  • affordable health care, high-quality for everyone,

  • ending global poverty,

  • access to all the world's information.

  • Here's the deal:

  • every one of those goals is powered today by OKRs.

  • Now, I've been called the Johnny Appleseed of OKRs

  • for spreading the good gospel according to Andy Grove,

  • but I want you to join me in this movement.

  • Let's fight for what it is that really matters,

  • because we can take OKRs beyond our businesses.

  • We can take them to our families,

  • to our schools,

  • even to our governments.

  • We can hold those governments accountable.

  • We can transform those informations.

  • We can get back on the right track

  • if we can and do measure what really matters.

  • Thank you.

  • (Applause)

We're at a critical moment.

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B1 INT US TED medicaid grove objective company browser

【TED】John Doerr: Why the secret to success is setting the right goals (Why the secret to success is setting the right goals | John Doerr)

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    林宜悉 posted on 2018/07/02
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