John Doerr originally presented OKRs (Objectives and Key Results) to Google’s leadership in 1999 when Google was less than a year old, and they’ve been in use ever since. In the video, I present a portion of John’s original deck, then lay out how we’ve implemented them at Google over the years. I also shared a few of my OKRs from my time as a Product Manager on Blogger, and answered some questions from the employees at our portfolio companies who were present for the workshop.
Though the video goes into more detail, here are a few keys to what make OKRs work at Google:
- Objectives are ambitious, and should feel somewhat uncomfortable
- Key Results are measurable; they should be easy to grade with a number (at Google we use a 0 – 1.0 scale to grade each key result at the end of a quarter)
- OKRs are public; everyone in the company should be able to see what everyone else is working on (and how they did in the past)
- The “sweet spot” for an OKR grade is .6 – .7; if someone consistently gets 1.0, their OKRs aren’t ambitious enough. Low grades shouldn’t be punished; see them as data to help refine the next quarter’s OKRs.
One comment: in talking recently with one portfolio company who’s implemented OKRs, I realized that I should have been more emphatic in pointing out that OKRs are not synonymous with employee evaluations. OKRs are about the company’s goals and how each employee contributes to those goals. Performance evaluations – which are entirely about evaluating how an employee performed in a given period – should be independent from their OKRs. We’ll cover employee evaluations in an upcoming workshop.
(extract from http://startuplab.googleventures.com/public-workshops-2013-05-14 )
Une copie d'ecran d'un mail envoyé aux déviants des OKRs :
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