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 momentu. Naše vođe, neke od naših velikih institucija su nas izneverile. Zašto? U nekim slučajevima, zato što su loši ili neetični, ali često i zato što nas vode ka pogrešnim ciljevima. A to je neprihvatljivo. To mora da prestane. Kako ćemo ispraviti ove greške? Kako ćemo odabrati 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 radim sa talentovanim timovima, a oni su birali prave i pogrešne ciljeve. Mnogi su uspeli, drugi nisu. A danas ću podeliti sa vama šta je stvarno bitno - šta je važno, kako i zašto su postavili značajne i odvažne ciljeve, prave ciljeve iz pravih 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. godinu. Da, to sam ja. Imam još dosta da učim, kompjuterski sam inženjer, imam dugu kosu, ali radim za Endija Grouva, koji je nazivan najboljim menadžerom svog vremena, ali i svih ostalih. Endi je bio izvrstan lider, ali i učitelj, i on mi je rekao: „Džone, skoro da nije ni važno šta znaš. Izvršenje je najvažnije.“ Tako je Endi osmislio sistem pod nazivom „Ciljevi i ključni rezultati“. Nekako se kotrlja sa jezika, zar ne? I sve je u vrhunskom izvršavanju. Evo i klasičnog snimka iz 1970-ih godina profesora Endija Grouva.
(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.
(Snimak) Endi Grouv: Dve ključne fraze u sistemima upravljanja uz pomoć ciljeva su ciljevi i ključni rezultati, koji se slažu sa dve svrhe. Cilj je pravac kretanja. Ključni rezultati moraju biti merljivi, ali na kraju možete bezrezervno da kažete: „Da li sam to postigao ili ne?“ 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.
Džon Doer: To je Endi. Da. Ne. Jednostavno. Ciljevi i krajnji rezultati, ili CKR, je jednostavan sistem postavljanja ciljeva i funkcioniše u organizacijama, funkcioniše u timovima, čak i kod pojedinaca. Cilj je ono što želite da postignete. Ključni rezultat je način na koji ću to postići. Ciljevi. Ključni rezultati. Šta i kako. Ali, istina je da mnogi od nas postavljaju pogrešne ciljeve, a većina ih ne postavlja uopšte. Mnoge organizacije postavljaju ciljeve i ispunjavaju ih. Ostvaruju prodaju, izbacuju nove proizvode, postižu rezultate, ali im nedostaje svrha koja bi inspirisala njihov tim.
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.
Pa kako da na pravi način postavite ciljeve? Prvo morate odgovoriti na pitanje: „Zašto?“ Zašto? Jer timovi koji zaista menjaju stvari kombinuju svoje ambicije sa strašću i sa svojom svrhom i razvijaju jasan i neodoljiv osećaj za pitanje 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.
Želim da vam ispričam jednu priču. Radim sa jednom neverovatnom preduzetnicom. Njeno ime je Džini Kim. Ona vodi kompaniju koja se zove Nuna. Nuna je kompanija koja vodi podatke o zdravstvenoj zaštiti. I kada je Nuna osnovana, koristili su podatke da služe potrebama mnogih radnika u velikim kompanijama. I nakon dve godine postojanja, savezna vlada je iznela predlog da se izgradi prva baza podataka u oblaku za Medikejd. Sad, ako se sećate, Medikejd je onaj program koji služi 70 miliona Amerikanaca, našim siromašnima, našoj deci i ljudima sa invaliditetom. U to vreme, Nunu je činilo samo 15 ljudi, a ova baza podataka je morala da se izgradi za godinu dana i imali su jako mnogo obaveza koje su morali da ispoštuju, a iskreno, neće mnogo zaraditi na ovom projektu. Ovo je bila prava prilika za kompaniju i Džini ju je ugrabila. Ugrabila je priliku. Nije ustuknula. Zašto? Pa, ovde je razlog lične prirode. Džinin mlađi brat Kimong ima autizam. I kada je imao sedam godina, doživeo je prvi epileptični napad u Diznilendu. Pao je ne zemlju. Prestao je da diše. Džinini roditelju su emigranti iz Koreje. Došli su u zemlju sa ograničenim sredstvima, slabo su govorili engleski. Dakle, bilo je na Džini da uvede porodicu u Medikejd. Imala je devet godina. Taj trenutak je odredio njenu misiju, a ta misija se pretvorila u njenu kompaniju, a ta kompanija je konkurisala, pobedila na konkursu i završila posao. Evo Džini će vam 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) Džini Kim: Medikejd je spasao moju porodicu od bankrota i danas obezbeđuje zdravstvenu zaštitu Kimongu i mnogim drugima. Nuna je moje ljubavno pismo Medikejdu. Svaki red podataka je život čija priča zaslužuje da se dostojanstveno ispriča.
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.
DžD: Džinina priča nam govori da neodoljiv osećaj za „zašto“ može biti odskočna daska za naše ciljeve. Zapamtite, to je ono što hoćemo da postignemo. A ciljevi su značajni, orijentisani ka akciji, inspirativni su i oni su poput vakcine protiv konfuznog razmišljanja. Pomislili biste da rok zvezda verovatno ne bi koristila Ciljeve i ključne rezultate, ali već godinama Bono koristi CKR u globalnom ratu protiv siromaštva i bolesti, a njegova organizacija „ONE“ je fokusirana na dva zaista predivna i odvažna cilja. Prvi je oslobađanje od duga za najsiromašnije zemlje sveta. A drugi je jedinstven pristup lekovima protiv HIV-a. Sad, zašto su to dobri ciljevi? Vratimo se na našu ček-listu. Značajno? Štiklirano. Konkretno? Da. Orijentisano ka akciji? Da. Inspirativno? Pa, da čujemo 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: Dakle, strastveni ste? Koliko ste strastveni? Na koja dela vas navodi vaša strast? Ako srce ne nađe savršen ritam sa glavom, onda vaša strast ne znači ništa. CKR kultiviše ludilo, hemiju koja se nalazi u njemu. Daje nam okvir za rizik, za poverenje, u kome vas zbog neuspeha ne otpuštaju. I kada imate takvu strukturu i okruženje, i uz prave ljude, magija je iza ćoška.
JD: I love that. OKRs cultivate the madness, and magic is right around the corner. This is perfect.
DžD: Volim ovo. CKR kultiviše ludilo i magija je iza ćoška. 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.
Dakle, sa Džini smo pokrili „zašto“, sa Bonom smo pokrili „šta“ u postavljanju ciljeva. Obratimo pažnju na „kako“. Zapamtite, „kako“ su ključni rezultati. Na taj način ispunjavamo ciljeve. A dobri rezultati su specifični i vremenski ograničeni. Oni su agresivni, ali realni. Oni su merljivi i dokazivi. 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."
Godine 1999. predstavio sam CKR suosnivačima Gugla, Lariju i Sergeju. Evo ih sa 24 godine u svojoj garaži. I Sergej je entuzijastično rekao da ih je usvojio. Pa, ne baš. Zapravo je rekao: „Nemamo drugi način da upravljamo ovom kompanijom, pa ćemo pokušati.“
(Laughter)
(Smeh)
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 prihvatio kao neku vrstu ohrabrenja. Ali svakog kvartala od tada, svaki Gugler je zapisao svoje ciljeve i svoje ključne rezultate. Razvrstali bi ih i objavljivali bi ih da svi mogu da ih vide. I ovo nisu koristili za bonuse ili unapređenje. To su stavili na stranu. Ovo su koristili za viši cilj, a to je da postignu zajedničku posvećenost, da zaista prošire ciljeve.
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.
Godine 2008. je jedan Gugler, Sundar Pičai, prihvatio cilj da izgradi sledeću generaciju platforme za klijente za budućnost veb-aplikacija, drugim rečima, da sagradi najbolji pretraživač. Bio je veoma promišljen oko biranja ključnih ciljeva. Kako se meri najbolji pretraživač? Može preko reklama ili preko angažovanja. Ne. On je rekao: brojem korisnika, jer korisnici će odlučiti da li je Hrom dobar pretraživač ili ne. Imao je trogodišnji cilj, da sagradi najbolji pretraživač. Onda je svake godine ostajao pri istom ključnom rezultatu, broj korisnika, ali je podizao ulog. U prvoj godini, cilj mu je bio 20 miliona korisnika. I nije ga ostvario. Imao je manje od deset. Druge godine, podigao je skalu na 50 miliona. Dostigao je 37 miliona korisnika. Nešto bolje. Treće godine opet je podigao skalu na sto miliona. Pokrenuo je agresivnu marketinšku kampanju, proširio distribuciju, poboljšao tehnologiju i bum! Postigao je 111 miliona 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.
Evo zašto volim ovu priču - ne toliko zbog srećnog kraja, već zbog toga što pokazuje kako neko pažljivo izabere pravi cilj i onda ga se drži iz godine u godinu. To je savršena priča za štrebera kao što sam ja.
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.
Sad, ja zamišljam CKR kao providne posude koje su napravljene od „šta“ i „kako“ od naših ambicija. Ono što je zaista važno jeste „zašto“ koje sipamo u naše posude. Zato radimo ovaj posao. CKR nije srebrni metak. Oni neće zameniti snažnu kulturu ili snažnije liderstvo, ali, ako su te osnove postavljene, oni će vas odvesti na vrh planine.
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.
Želim da razmislite o svom životu na kratko. Da li imate pravi sistem merenja? Odvojite vreme da zapišete svoje vrednosti, svoje ciljeve i ključne rezultate. Uradite to danas. Ako želite povratnu informaciju, pošaljite ih meni. Moj mejl je 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 menjaju svet, o Intelu, Nuni, Bonu, o Guglu, oni su izvanredni: sveprisutan rad na računaru, zdravstvena nega koja može da se priušti, jednak kvalitet za sve, kraj svetskom siromaštvu, pristup svim svetskim informacijama. Ovako stoje stvari: svaki od ovih ciljeva je pokrenut uz CKR-eve.
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.
Sad, mene su prozvali Džonijem Eplsidom CKR-a jer sam širio radosnu vest Endija Grouva, ali ja bih želeo da mi se pridružite u ovom pokretu. Hajde da se borimo za ono što je zaista važno, jer CKR možemo preneti i van našeg posla. Možemo ga preneti na našu porodicu, u naše škole, čak i u naše vlade. Možemo da smatramo te vlade odgovornima. Možemo da izmenimo ove informacije. Možemo se vratiti na pravi put, ako možemo i hoćemo da izmerimo ono što je zaista značajno.
Thank you.
Hvala vam.
(Applause)
(Aplauz)