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.
我們正處於一個關鍵時刻。 我們的領導者、 一些優秀的機構, 讓我們失望。 為什麼? 有些情況,是因為他們很惡劣 或是不道德, 但通常是他們帶著我們 走向錯誤的目標。 這是不能接受的。 這必須停止。 我們要如何修正這些錯誤? 我們要如何選擇正確的道路? 這絕非易事。
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.
多年來,我和有才華的團隊合作過, 他們選過對的目標, 也選過錯的目標。 許多團隊成功了,其他的則失敗了。 今天我要和各位分享 到底是什麼造成不同的結果, 什麼至關重要, 這些團隊如何以及為什麼 設下有意義且大膽的目標, 基於正確的理由設下正確的目標。
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.
讓我們回到 1975 年。 是的,這是我。 我有很多要學習的, 我是個留長髮的電腦工程師, 但我在安迪葛洛夫旗下工作, 他被譽為是他的時代或任何 其他時代中最偉大的經理。 安迪是位卓越的領導人, 也是一位老師, 他對我說:「約翰, 你知道什麽幾乎沒差。 最重要的是執行。」 所以安迪發明了一個系統, 叫做「目標與關鍵結果」。 很簡單的名字對吧? 重點就在於出色的執行。 以下是一段安迪葛洛夫教授 七十年代的經典影片。
(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.
(影片)安迪葛洛夫:兩個 目標系統管理的關鍵詞 是「目標」與「關鍵結果」, 它們符合兩個目的。 目標就是方向。 必須量測關鍵結果, 最終,你可以回頭看, 並毫無疑義地說: 「我做了還是沒做?」 是。否。很簡單。
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.
講者:那就是安迪。 是。否。很簡單。 目標與關鍵結果, 縮寫為 OKR, 是簡易的目標設立系統, 組織可以用它,團隊可以用它, 甚至個人也可以用它。 目標就是你想要達成什麼。 關鍵結果則是我要如何做到目標。 目標。關鍵結果。 「什麼」與「怎樣做」。 但,事實是: 許多人都設錯了目標, 大部分人完全沒有設立目標。 許多組織會設立目標並實現它們。 他們把賣出的產品出貨, 介紹新產品,做到目標數字, 但他們沒有目的感 來鼓舞他們的團隊。
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.
所以要如何用正確的方式 來設立目標? 首先你得回答「為什麼?」這個問題。 為什麼? 因為真正轉型的團隊 將他們的野心與熱情 和目標結合在一起, 他們為什麼要去做的理由 很清楚也很有說服力。
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.
我想告訴各位一個故事。 我和一位優秀的企業家合作。 她叫吉妮金姆。 她經營的公司叫 Nuna。 Nuna 是一間健康照護資料公司。 Nuna 成立時, 他們用資料來滿足許多 大公司員工的健康需求。 公司成立兩年後, 聯邦政府提出一項提案, 要為低收入戶醫療補助計畫 建立第一個雲端資料庫。 低收入戶醫療補助計畫 是個服務七千萬美國人的計畫, 包括窮人、兒童, 以及殘疾人士。 當時 Nuna 只有十五位員工, 這個資料庫得要在一年內建好, 而且他們還有一大堆承諾需要完成, 坦白說,這個案子可能賺不了多少錢。 這是個「賭上你的公司」的時刻, 而吉妮把握住了它。 她完全不畏縮地撲向這個機會。 為什麼? 她的理由很私人。 吉妮的弟弟奇蒙有自閉症。 當他七歲時, 他第一次碰到癲癇大發作, 他倒在迪士尼樂園地上, 呼吸也停止了。 吉妮的父母是韓國移民。 他們剛到美國時,資源很有限, 不太會說英文, 因此,吉妮得要幫家人加入 低收入戶醫療補助計畫醫療。 當時她才九歲。 那個時刻,決定了她的使命, 那使命變成了她的公司, 那間公司投標、得標, 並實現了那份合約。 以下是吉妮說明為什麼。
(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.
(影片)低收入戶醫療補助計畫 讓我的家庭免於破產, 如今奇蒙及其他數百萬人的 健康依舊仰賴它。 Nuna 是我寫給低收入戶 醫療補助計畫的情書。 每一筆資料都是一條生命, 他們的故事應該 要以帶著尊嚴的方式說出來。
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.
約:吉妮的故事告訴我們, 對「為什麼」有強烈的感受, 能協助我們達到目標。 別忘了,那就是我們想要完成的。 目標是重要的, 目標是行動導向的, 目標能鼓舞人心, 目標也是對抗模糊思想的疫苗。 你可能認為搖滾明星 不太可能會是 「目標和關鍵結果」的使用者, 但 U2 主唱波諾使用 OKR 多年 來奮戰全球的貧窮與疾病, 他的組織「ONE」 著重兩個很棒且很大膽的目標。 第一個目標,是替世界上 最貧窮的國家解除債務。 第二個目標,讓全球 都能取得抗愛滋病藥物。 為什麼這兩個目標很好? 咱們先回到我們的核對清單。 重要?打勾。具體?打勾。 行動導向?打勾。 鼓舞人心? 咱們聽聽波諾怎麼說。
(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.
(影片)波諾: 你很有熱情?有多熱情? 你的熱情引導你做了哪些事? 若心無法跟大腦完美地押韻, 那麼你的熱情就毫無意義。 OKR 的架構會栽培狂熱, 它所內含的化學效應。 它給予我們一個環境去冒險,去信任。 在這裡,失敗不是會招致開除的罪過。 當你有那種結構及環境, 再遇到對的人, 魔法很快就會出現。
JD: I love that. OKRs cultivate the madness, and magic is right around the corner. This is perfect.
講者:我愛他說的。 OKR 栽培狂熱, 魔法很快就會出現。 太完美了。
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.
吉妮的例子談到的是「為什麼」, 波諾的例子則是設立目標的「什麼」。 咱們再來談談「如何做」。 別忘了,「如何」就是關鍵結果。 也就是我們要怎麼達成目標。 好的結果明確、有時限, 有企圖心卻務實, 可被量測,可被驗證。 那些就是好的關鍵結果。
In 1999, I introduced OKRs to Google's cofounders,
1999 年,
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."
我把 OKR 介紹給 Google 的共同創辦人, 賴利及謝爾蓋。 這就是他們,二十四歲, 在他們的車庫中。 謝爾蓋很熱忱地說他會採納 OKR。 嗯,其實不全是這樣。 他真正說的是 「我們沒有其它方式來管理公司, 就試試吧。」
(Laughter)
(笑聲)
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.
我把它這視為一種背書。 但,從那時起的每一季, 每一位 Google 員工都會 寫下自己的目標及關鍵結果。 他們會做評分, 並發布給大家看。 做這些不是為了獎金或升遷, 那些被放到一邊。 做這些是為了更崇高的目的, 是要取得集體的承諾, 來真正伸展目標。
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 年,Google 的桑德皮蔡 承接的目標是要建造 下一代的客戶平台, 供未來的網路應用使用。 換言之,就是建造出最好的瀏覽器。 他對如何選擇關鍵結果深思熟慮。 如何量測最好的瀏覽器? 可能是點擊率或使用者參與度? 不是。他說:使用者人數。 因為使用者會自己判斷 Chrome 是不是一個很棒的瀏覽器。 因此,他只有這一個三年期的目標: 建造最好的瀏覽器。 接著,每一年, 他都堅持同樣的關鍵結果。 使用者數目,但他提高賭注。 第一年,他的目標是兩千萬使用者, 但他沒達成。只有不到一千萬。 第二年,他把目標提高到五千萬。 結果是三千七百萬使用者。 有比較好了。 到了第三年, 他再次提高賭注到一億。 他推出一個很有企圖心的行銷活動, 散佈得更廣,改善技術,接著,砰! 他達成了一億一千一百萬名使用者。
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.
我之所以很喜歡這個故事, 主要不是因為結局美好, 而是因為這個故事讓我們看到 一個人慎重地選擇正確的目標, 且堅持著它,年復一年,沒有妥協。 對我這樣的阿宅來說, 這是個完美的故事。
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.
我把 OKR 視為是透明容器, 用我們的野心的 「什麼」和「如何」所打造。 真正重要的是我們 注入容器中的「為什麼」, 為什麼我們要做我們的工作。 OKR 不是銀子彈 (神奇的解決方案)。 它無法取代強而有力的企業文化 或是強力的領導, 但當基礎都確立了之後, 就能帶你上山頂。
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.
我想請各位想一下自己的人生。 你有對的度量標準嗎? 花些時間,寫下你的價值觀、 你的目標,及你的關鍵結果。 今天就去做。 寫完之後若需要些回饋意見, 可以把你所寫下的 寄到我的信箱 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.
想想那些改變世界的目標, 如英特爾、Nuna、波諾, 及 Google 的目標,它們都很了不起: 無所不在的計算、 人人可負擔的高品質健康照護、 終結全球貧窮問題、 取得全世界的資訊。 這樣說吧: 現今,上述的所有目標 都靠 OKR 在背後做技術支持。
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.
我被稱為是 OKR 的蘋果佬強尼, 因我散播安迪葛洛夫的美好信條, 但我希望你們加入我,參與這運動。 讓我們為真正重要的事物而戰, 因為我們能把 OKR 帶到事業外。 能帶到家裡, 帶入學校,甚至帶進政府。 我們能要求政府負責, 我們能轉變那些資訊, 我們能夠回到正軌上。 只要我們能夠 並真正去衡量那些重要的事物。
Thank you.
謝謝。
(Applause)
(掌聲)