Dustin McCraw
Sept 2018
* Measure What Matters - John Doerr
In 1979 Intel was facing a crisis. Motorola was increasingly winning chip contracts.
A sales manager notified management of the situation and within 1 month, the entire company of Intel had the same goal.
"Crush Motorola"
Every single person in the company knew the goal, knew how to achieve it, and how to measure if they were successful.
If you tell everyone to go to the center of Europe, and some start marching to France, and some to Germany, and some to Italy, that's no good - not if you want to all going to Switzerland. If the vectors point in different directions, they add up to zero. But if you get everyone pointed in the same direction, you maximize the results!
- Andy Grove, Measure What Matters
“It’s not a key result if it doesn’t have a number,” Marissa Mayer
Objective: Increase Drivers in System (uber)
* Increase driver base in each region by 20%
* Increase driver average session to 26 hours / weekly in all active region
Objective: Increase Geographic Coverage of Drivers (uber)
* Increase coverage of SF to 100%
* Increase coverage for all active cities to 75%
* Decrease pickup time to < 10 mins in any coverage area during peak hours of usage
Objective: Increase average watch time per user (youtube)
* Increase total viewership time to 61 minutes daily
* Expand native YT application to 2 new OSs
* Reduce video loading times by 5%
Will take 3 - 5 quarters to be able to write good OKR's
OKR's are about being outcome-based, not output based!
Only three to five top objective per cycle. Too many OKRs dilute and scatter people’s efforts. Decide what not to do, and discard, defer, or deemphasize accordingly.
The single most important element for OKR success is conviction and buy-in by the organization’s leaders.
Show employees how their objectives relate to the company’s top priorities. Align their goals with transparent, public goals, on up to the CEO.
Encourage a healthy proportion of bottom-up OKRs— roughly half. (people closest to the problem often have the best solutions)
Remove silos by connecting teams with horizontally shared OKRs.
OKR's are public as are the results.
Continuously reassessment and honest, objective grading— and start at the top. When leaders openly admit their missteps, contributors feel freer to take healthy risks.
Have regular check-ins and progress updates to keep OKR's timely and relevant. Course-correct with agility, or to fail fast.
Distinguish between goals that must be obtained and those that stretch.
Design stretch OKRs to fit the organization’s culture. A “stretch” may vary over time, depending on the operating needs of the coming cycle.
Establish an environment where individuals are free to fail without judgment.
Kick the $#!T out of Payments
* $1.5 million in payments
* $1.1 million in registration
* $400k in invoicing
Become a better manager to support my team
* Read one management book
* Take a management course on Coursera
* Pick 4 articles on communication skills
* Pick 4 articles on team motivation
* Write up my manager readme and job description
Understand our invoicing metrics better to make better business decisions
* Each month, write down # of divisions using invoices, # of invoices created, amount of money paid
* Determine what percentage of people are getting to the invoice landing page from each route
Kick the $#!T out of Payments
* $1.5 million in payments
* $1.1 million in registration
* $400k in invoicing
Become a better manager to support my team
* Read one management book
* Take a management course on Coursera
* Pick 4 articles on communication skills
* Pick 4 articles on team motivation
* Write up my manager readme and job description
Understand our invoicing metrics better to make better business decisions
* Each month, write down # of divisions using invoices, # of invoices created, amount of money paid
* Determine percentage of invoice landing page route