Measure What Matters: 8 key ideas
The core ideas of Measure What Matters, each in under a minute, written in our own words. Want the full depth? Get the book.
- IDEA 1 OF 8
Clear goals drive results
Doerr, a venture capitalist, explains objectives and key results, or OKRs, a goal-setting method he learned from Andy Grove at Intel.
An objective says what you want to achieve, and key results show how you will measure progress.
- IDEA 2 OF 8
Intel pioneered OKRs
Doerr describes how Andy Grove used OKRs at Intel to focus the company.
Doerr brought the method to Google and other companies. In his account, the method helped Intel give people a few clear goals to pursue, and then it spread as Doerr taught others.
- IDEA 3 OF 8
OKRs help focus
Doerr argues that OKRs help organisations focus on what matters most.
Fewer, clear goals beat long lists. In his view, when everything seems important, nothing gets done well, so choosing a few goals makes people more effective.
- IDEA 4 OF 8
OKRs align teams
OKRs are shared openly, so teams can see how their goals connect.
This improves coordination. In his view, when people can see each other's goals, they understand how their work helps the larger aim and avoid duplicating effort.
- IDEA 5 OF 8
OKRs track progress
Regular check-ins on key results help teams track progress and adjust.
Accountability improves. In his view, short and regular reviews let a team notice early when something is going wrong, so they can change course.
- IDEA 6 OF 8
OKRs encourage stretch
Doerr encourages setting ambitious stretch goals.
Even partial success can be impressive. In his view, reaching for a very hard goal pushes people to try harder, even if they do not fully reach it.
- IDEA 7 OF 8
Feedback complements goals
Doerr describes CFRs, conversations, feedback and recognition, which support OKRs.
Regular conversations replace annual reviews. In his view, goals alone are not enough, because people also need regular guidance and thanks to stay on track and motivated.
- IDEA 8 OF 8
Culture matters
Doerr argues that OKRs work best in cultures of trust and transparency.
Goals reflect values. In his view, when people feel trusted and know the reasons behind goals, they follow them more willingly and honestly.
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