Setting goals is easy, but achieving them efficiently? That’s a different game entirely. Measure What Matters by John Doerr provides a compelling reason of using OKRs (Objectives and Key Results) to improve focus and achieve goals. While initially rooted in the tech business environment of industry giants, like Google and Intel, Doerr makes a strong case for why this system is universally applicable to businesses of all sizes.
If you’re a business leader, entrepreneur, or manager looking to build alignment, prioritize effectively, and drive results, this book belongs on your reading list. Here’s why.
At its heart, an OKR is a goal-setting framework designed to drive alignment across entire organizations. OKRs consist of Objectives (what you want to achieve) and Key Results (how you measure progress toward your goal). It’s not just about hitting targets; the OKR system ensures that every action feeds into a company’s broader mission.
The beauty of OKRs is their adaptability. They’ve been embraced far beyond Silicon Valley, proving effective across industries and teams. Doerr’s book highlights how companies, big and small, can use these focused, measurable goals to replace outdated annual performance review systems and usher in a culture of continual improvement.
Underrated virtue? Unlike rigid goal-setting strategies, OKRs are dynamic, allowing teams to adapt and refine goals as circumstances evolve.
| Annual Performance Management | Continuous Performance Management |
|---|---|
| Annual feedback | Continuous feedback |
| Tied to compensation | Decoupled from compensation |
| Directing/autocratic | Coaching/democratic |
| Outcome focused | Process focused |
| Weakness based | Strength based |
| Prone to bias | Fact driven |
Improved Alignment and Fulfillment
How often do employees understand how their daily tasks contribute to the overarching goals of a business? Measure What Matters tackles this head-on by ensuring employees see how their work aligns with organizational objectives. Clarity and purpose lead not just to better results but also to greater job satisfaction.
Culture That Inspires Action, Not Compliance
A result-driven culture, with OKR’s, doesn’t feel like a rulebook dictating what you can or cannot do. It empowers people to focus on what they should do. It’s not about micromanaging but about inspiring teams to take initiative and do the next right thing.
Performance Rooted in Real-Time Feedback
Through CFRs (Conversations, Feedback, Rewards), Doerr advocates for continuous performance management. It’s a shift from static annual reviews toward real-time interactions that keep teams agile. Weekly or monthly touchpoints between team members and managers, quick feedback cycles, and employee pulse surveys fuel this engine while surfacing critical questions, like:
- Is this goal still relevant and motivating?
- Does it need adjustment?
- Should we double down on aspects that worked or pivot altogether?
This approach strengthens employee engagement and operational efficiency.
Encourages Teams to Take Bold Risks
OKRs are designed to inspire ambition and encourage risk-taking. They’re not to be achieved 100% of the time. Instead, they should challenge teams to push their limits, fostering innovation and growth. However, it’s crucial to strike a balance. Setting goals that are too unrealistic can lead to frustration and disengagement. The true purpose of OKRs is to create a safe space for teams to stretch their capabilities and take risks without fear of failure. This approach only works if achieving OKRs is not directly tied to performance evaluations or compensation; otherwise, teams may resort to setting overly conservative goals, defeating the purpose entirely.Â
touchpoints between team members and managers, quick feedback cycles, and employee pulse surveys fuel this engine while surfacing critical questions, like:
- Is this goal still relevant and motivating?
- Does it need adjustment?
- Should we double down on aspects that worked or pivot altogether?
This approach strengthens employee engagement and operational efficiency.
Questions that support the OKR environment and establishing and maintaining a healthy workplace culture.
John Doerr credits the late Andy Grove, former CEO of Intel Corp, for introducing him to OKRs and demonstrating their impact in action. Doerr admired how OKRs foster collective accountability, encourage bold risk-taking, and drive measurable achievements—qualities deeply valued at Google.
Google’s Project Aristotle, an internal study analyzing 180 teams, found that standout performance was strongly linked to positive responses to these five key questions:
- Structure and clarity: Are goals, roles, and execution plans on our team clear?
- Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
- Meaning of work: Are we working on something that is personally important for each of us?
- Dependability: Can we count on each other to do high-quality work on time!
- Impact of work Do we fundamentally believe that the work we're doing matters?
1. Universal Deployment
OKRs are not just for managers or specific teams. Success lies in universal adaptation across your organization. Everyone in the organization, from leadership to frontline employees, should understand the why behind this framework and see its positive impact. Leadership buy-in is critical. Doerr highlights the importance of management leading by example to show their teams that OKRs are more than a box-ticking exercise.
2. Use CFRs to Revolutionize Performance Management
Replace outdated annual review systems with CFRs. By offering real-time feedback and fostering ongoing conversations, businesses can continuously improve and innovate. Weekly or monthly employee check-ins supplemented with pulse surveys can unearth insights that shape strategy and execution.
3. Measure What Counts
Borrowing from Albert Einstein’s timeless wisdom, Doerr emphasizes that “not everything that can be counted counts, and not everything that counts can be counted.” Effective OKRs must drive the right behaviors, resulting in measurable achievements that align with the company’s larger goals. Key results shouldn’t just focus on activity but target impactful results.
4. Track and Adapt
A critical lesson from the book is that OKRs are not a “set and forget” system. Circumstances change. Goals evolve. Success involves tracking, reviewing, and revising objectives to ensure continuous relevance and motivation.
Some organizations start implementing OKRs and fail because they approach them as a “check the box” exercise. This is where culture becomes key. Businesses must foster a culture where individuals own their OKRs and believe in their purpose. Tools and systems are invaluable assets but secondary to driving collective behavioral and cultural change.
Additionally, you may need to make tough decisions. Sometimes this shift involves letting go of individuals resistant to change, as Jim Collins famously said in Good to Great, “Get the right people on the bus.”
Doerr’s case studies bring OKRs to life. By following real-world examples, like Google championing moonshot thinking with OKRs or smaller companies rethinking priorities, readers gain a relatable understanding of how they can apply the framework to their unique circumstances. While most examples highlight success stories, the mention of companies, like Zume, which struggled despite utilizing OKRs, adds a sense of realism and honesty to the narrative.
Measure What Matters is a must-read for leaders eager to create a high-performing, aligned, and agile organization. By combining clear objectives, measurable results, and a feedback-driven culture, OKRs redefine how teams work together.
John Doerr doesn’t just present OKRs as a theory; he offers a practical guide and real-life use cases for implementing them effectively, helping businesses break free from outdated management practices. If you’re ready to take the leap toward improved outcomes and engaged teams, this book is your roadmap.
Want to achieve measurable results and revolutionize your team’s performance? Start aligning your goals with purpose. Give OKRs a shot, and if you need expert guidance, we’d love to help you implement this game-changing system. Reach out today for more insights!
Rochelle Tan
As an Agile Evangelist, Rochelle Tan has over 20+ years of experience in agile transformation with small to large organizations from various industries in North America and Asia: Oil and Gas, IT, Healthcare, Finance, Insurance, and Government.