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.
U kritičnom smo trenutku. Naše vodstvo, neke naše najveće institucije nas iznevjeruju. Zašto? Ponekad zato što su loši ili neetični, ali često jer su nas vodili do pogrešnih ciljeva. To je neprihvatljivo. To mora prestati. Kako ćemo ispraviti te greške? Kako ćemo izabrati pravi put? Neće biti lako.
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.
Godinama smo radili s talentiranim timovima koji su birali ispravne i pogrešne ciljeve. Mnogi su uspjeli, a neki od njih su griješili. Danas ću s vama podijeliti što zapravo stvara razliku -- to je ono što je važno, kako i zašto, oni postavljaju smislene i smione ciljeve, ispravne ciljeve iz ispravnih razloga.
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.
Vratimo se u 1975. Da, to sam ja. Imam puno toga za učiti. Ja sam računalni inžinjer. Imam dugu kosu i moj nadređeni je Andy Grove kojeg nazivaju najboljim menadžerom njegove i bilo koje druge ere. Andy je bio izvrstan vođa i učitelj i rekao mi je: "John, gotovo je nevažno što znaš. Najvažnije je obaviti posao." Pa je Andi izumio sustav nazvan "Ciljevi i ključni rezultati." Gotovo potrgaš jezik na tom nazivu, zar ne? U njemu se sve vrti oko izvrsno obavljenog posla. Evo klasičnog videa iz 1970-ih koji je napravio profesor 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.
(Video) Andy Grove: Dvije ključne fraze sustava upravljanja temeljenog na ciljevima su ciljevi i ključni rezultati. Oni su povezani s dvije svrhe. Ciljevi daju smjer, a ključni rezultati trebaju biti izmjereni. Kad na kraju pogledamo rezultat, možemo i bez argumenata reći: "Jesi li ili nisi to napravio?" Da. Ne. Jednostavno.
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.
John Doerr: To je Andy. Da. Ne. Jednostavno. Ciljevi i ključni rezultati, ili CKR, su sustav postavljanja ciljeva pogodan kako za organizacije, tako i za timove. Pogodan je i za pojedince. Ciljevi su ono što želite postići. Ključni rezultati govore kako ću postići cilj. Ciljevi. Ključni rezultati. Što i kako. No, istina je sljedeća: mnogi od nas postavljaju pogrešne ciljeve. Mnogi od nas uopće ne postavljaju ciljeve. Mnoge organizacije postavljaju ciljeve i ostvaruju ih. Povećavaju prodaju, uvode nove proizvode. Ostvaruju zadane brojke. No, nedostaje im smisao postojanja koji inspirira njihove timove.
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.
Kako onda postavljamo ciljeve na ispravan način? Najprije, treba odgovoriti na pitanje: "Zašto?" Zašto? Jer pravi transformacijski timovi spajaju svoju ambiciju sa svojom strašću i smislom. Razvijaju jasan i neodoljiv smisao za zašto.
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.
Ispričat ću vam priču. Radim s izvanrednom poduzetnicom. Ime joj je Jini Kim. Vodi poduzeće imenom Nuna. Nuna je poduzeće za obradu podataka zdravstvene skrbi. Kad je Nuna osnovana, koristili su podatke za zdravstvenu skrb mnogih radnika u velikim poduzećima. Dvije godine kasnije, savezna vlada je dala prijedlog za stvaranje prve Medicaid baze podataka u oblaku. Sjetit ćete se da je Medicaid program koji uslužuje 70 milijuna Amerikanaca, siromašne, djecu i ljude s invaliditetom. Nuna je u to vrijeme zapošljavala samo 15 ljudi, a ta baza podataka je trebala biti završena unutar godine dana. Obvezali su se na puno toga, a, iskreno, ne bi puno zaradili. To je biti-ili-ne-biti trenutak za poduzeće koji je Jini prihvatila. Prihvatila je priliku i nije ustuknula. Zašto? To je osobni zašto. Njen mlađi brat Kimong je autističan, a kad je imao sedam godina, imao je prvi veliki napadaj za vrijeme boravka u Disneylandu. Pao je na zemlju. Prestao je disati. Njeni roditelji su korejski useljenici. U SAD su došli ograničenih resursa, slabo su govorili engleski pa je Jini uključila obitelj u Medicaid program. Tad je imala 9 godina. Taj trenutak je odredio njenu misiju i ta je misija postala njeno poduzeće. To se poduzeće kladilo na taj ugovor, dobilo ga i obavilo posao. Jini će nam reći zašto.
(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.
(Video) Jini: Medicaid je spasio moju obitelj od bankrota i danas se brine za bratovo zdravlje i zdravlje milijuna drugih. Nuna je moje ljubavno pismo Medicaidu. Svaki redak podataka je život čija priča zaslužuje biti ispričana s poštovanjem.
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.
JD: A njena priča nam govori da neodoljiv smisao za zašto može biti odskočna daska za naše ciljeve. Sjetite se, to je ono što želimo ostvariti. Ciljevi su značajni, orijentirani su na akciju, nadahnjuju i neka su vrsta cjepiva protiv nejasnog mišljenja. Teško možete zamisliti da rock zvijezda koristi "Ciljeve i ključne rezultate", no Bono ih koristi godinama kako bi vodio globalni rat protiv siromaštva i bolesti, a njegova organizacija ONE je usmjerena na dva zaista predivna i smiona cilja. Prvi je smanjenje duga najsiromašnijim zemljama svijeta. Drugi je sveobuhvatan pristup lijekovima protiv HIV-a. Zašto su to dobri ciljevi? Vratimo se našem spisku. Značajno? Jest. Konkretno? Jest. Akcijski usmjereno? Jest. Nadahnjujuće? Poslušajmo Bona.
(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.
(Video) Bono: Jeste li strastveni? Koliko strastveni? Na koje vas aktivnosti navodi vaša strast? Ako vaše srce nije u savršenom suglasju s vašom glavom, vaša strast ne znači ništa. Ciljevi i ključni rezultati potiču mahnitost i kemiju koja se unutar nje stvara. Daje nam okolinu za poduzimanje rizika, za povjerenje u kojoj greška nije prijestup koji izaziva gnjev. Kad imate takvu vrstu strukture i okoline i prave ljude, čarolija je odmah iza ugla.
JD: I love that. OKRs cultivate the madness, and magic is right around the corner. This is perfect.
JD: Jako mi se to sviđa. CKR potiče mahnitost, a čarolija je odmah iza ugla. To je savršeno.
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.
S Jini smo pokrili "zašto", a s Bonom "što" u postavljanju ciljeva. Usmjerimo našu pažnju na "kako". Zapamtite, "kako" su ključni rezultati. To je način ispunjenja ciljeva. Dobri rezultati su posebni i povezani s trenutkom. Oni su nasrtljivi, ali realistični. Oni su mjerljivi i mogu se provjeriti. To su dobri ključni rezultati.
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."
1999. sam predstavio CKR osnivačima Googlea. Larryju i Sergeyu. Evo ih ovdje. S 24 godine u njihovoj garaži. Sergej je oduševljeno rekao da bi ih prihvatio. Ne baš tim riječima. Ono što je zaista rekao je: "Mi nemamo niti jedan drugi način za upravljanje poduzećem pa ćemo ovo isprobati."
(Laughter)
(Smijeh)
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.
I ja sam to uzeo kao vrstu odobrenja. Od tada, svaki kvartal, svaki radnik Googlea je pisao svoje ciljeve i ključne rezultate. Ocijenjivali su ih i omogućili svima da ih vide. Oni nisu bili korišteni za dobivanje bonusa ili promaknuće. Držali su ih podalje od toga. Koristili su ih za višu svrhu, za postizanje zajedničke predanosti za osmišljavanje boljih i većih ciljeva.
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.
2008. jedan od njih, Sundar Pichai, je postavio za cilj izgradnju korisničke platforme nove generacije za buduće web aplikacije -- drugim riječima, izraditi najbolji preglednik. Vrlo je smišljeno izabrao svoje ključne rezultate. Kako ćete izmjeriti najbolji preglednik? Možete brojem klikova na oglase ili angažman korisnika. On je izabrao broj korisnika, jer će korisnici odlučiti je li Chrome izvrstan preglednik ili ne. On je imao taj trogodišnji cilj: izraditi najbolji preglednik. I svake godine je provjeravao ključne rezultate, broj korisnika. I stalno je povećavao cilj. Prve godine njegov je cilj bio 20 milijuna korisnika. I nije ga ostvario. Imao je manje od 10 milijuna. U drugoj godini je povisio ljestvicu na 50 milijuna. Stigao je do 37 milijuna. Nešto bolje. U trećoj godini cilj je postavljen na 100 milijuna. Započeo je agresivnu marketinšku kampanju, proširio kanale distribucije, unaprijedio tehnologiju i booom! Imao je 111 milijuna korisnika.
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.
Zašto volim ovu priču? Ne toliko zbog sretnog završetka, već zato što je netko pažljivo izabrao pravi cilj i držao ga se godinu za godinom. To je izvrsna priča za tipa poput mene.
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.
Ja CKR zamišljam kao prozirne posude napravljene od "zašto" i "kako" naših ambicija. Ono što je zaista važno je "zašto" koje lijevamo u te posude. Zašto radimo svoj posao. CKR nije srebrni metak. On neće zamijeniti jaku korporativnu kulturu ili snažno vodstvo. No, kad su ti temelji dobro posloženi, CKR vas može odvesti do vrha.
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.
Razmislite na trenutak o svom životu. Imate li pravi način mjerenja? Odvojite vrijeme i zabilježite svoje vrijednosti, ciljeve i ključne rezultate. Učinite to danas. Ako želite neku povratnu informaciju o njima, možete ih poslati meni na 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.
Ako razmišljamo o ciljevima koji će promijeniti svijet, o Intelu, Nuni, Bonu, Googleu, oni su izvanredni: sveprisutna računala, zdravstvena skrb visoke kvalitete dostupna svima, iskorjenjivanje globalnog siromaštva, pristup svim svjetskim informacijama. Kladimo se da su svi ti ciljevi promatrani kroz CKR.
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.
Mene zovu Johnny Appleseeed CKR-a jer, prema Andyju Groveu, širim dobro evanđelje. Želim da mi se pridružite u ovom pokretu. Borimo se za ono što je zaista važno jer CKR možemo primijeniti i izvan naših poslova. Možemo ga koristiti u našim obiteljima, školama, čak i vladama. Možemo od vlada tražiti odgovornost. Možemo preoblikovati te informacije. Možemo se vratiti na pravi put ako možemo mjeriti i mjerimo ono što je zaista važno.
Thank you.
Hvala vam.
(Applause)
(Pljesak)