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RK

Rick Klau

05/15/13

@ GV (Google Ventures)

Setting objectives and key results (OKRs) has been a critical element of Google's management since 1999, helping the company grow and maintain its focus.

Video

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How Google sets goals: OKRs / Startup Lab Workshop

@ GV (Google Ventures)

How Google sets goals: OKRs / Startup Lab Workshop

05/15/13

Related Takeaways

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

John Do introduced OKRs to Google when the company was less than a year old, demonstrating that even young companies can benefit from structured goal-setting.

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

When I joined Google, I was unfamiliar with the OKR process, but over five years, it clarified my objectives and helped me understand what I should focus on.

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

At Google, everyone's OKRs, from the CEO to individual employees, are public, allowing transparency about what each person is working on.

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

The commitment to measurable objectives and transparency is crucial for the success of the OKR process within a company.

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

A successful OKR process creates a virtuous cycle where individual objectives align with company goals, ensuring everyone is working towards the same results.

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

I believe that implementing OKRs should happen as soon as possible in a company's evolution to establish a disciplined approach early on.

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

The OKR process imposes discipline on the organization, helping individuals understand their priorities and make conscious decisions about what not to work on.

RK

Rick Klau

05/15/13

@ GV (Google Ventures)

OKRs must be measurable; for example, instead of saying 'make Gmail a success,' a clear objective would be 'launch Gmail in September and achieve one million users by November.'

LP

Lenny's Podcast Cast

04/11/24

@ Lenny's Podcast

Lattis started as an OKR tool in 2015, but pivoted to a people management platform after realizing that companies struggled with OKRs, leading to dissatisfaction among employees.