One day in 1999, John Doerr came to us and gave a lecture on Objectives and Key Results (OKRs) and management methods based on his experience at Intel.
At the time, we were familiar with Intel's advanced management, and John's story was full of wisdom.
We decided to give his advice a try.
Looking back now, it was a great choice.
--- From "Foreword (Larry Page)"

Google's success is rooted in strong and stable leadership, abundant technical resources, transparency, teamwork, and a values-based organizational culture that constantly pursues innovation.
But OKRs also play an important role.
I can't imagine the Googleplex without OKRs.
I also can't imagine Larry and Sergey abandoning OKRs.
(……) Eric Schmidt says that OKR has the power to “completely transform a business.”
--- 「Chapter 1.
From "Google Meets OKR"

Andy Grove used to say:
“Bad companies fall in a crisis, but good companies survive.
And great companies grow through crises.” This saying also applies to Operation Crush.
In 1986, when Intel abandoned its then-growth memory chip business to focus on its microprocessor business, the 8086 regained 85 percent of the 16-bit market share.
And with the release of the 8088, a more economical version of the 8086, IBM saw an opportunity to boost revenue and brand recognition from its first computer, which set the standard for personal computers.
Today, the billions of microcontrollers inside computers, cars, smart thermostats, and blood bank centrifuges are all based on Intel architecture.
Let me emphasize once again that all of this was possible thanks to OKR.
--- 「Chapter 3.
From Operation Crush: The Intel Story

Above all, corporate goals must be "important." OKRs are neither a jumbled wish list nor a compilation of routine tasks. They are a carefully selected set of tasks worthy of special attention and designed to drive progress for all team members.
OKRs also connect to a larger mission we must pursue.
Grove commented:
“Management skills are about identifying the one to three most important tasks that contribute the most from a multitude of seemingly similar ones and focusing on those.” Similarly, Larry Page pointed out:
Successful organizations “put more wood in fewer arrows.” In conclusion, focus is the most important superpower in OKRs.
--- Chapter 4.
From "Superpower #1: Focusing on Priorities"

When John came to us, I was clueless about strategic planning.
We had to gradually adapt to the OKR system.
We shouldn't have been so eager to build the entire system at once.
After making mistakes in the beginning, I took on the challenge seriously once again.
Ultimately, Remind became an efficient organization thanks to the OKR system.
And just three quarters after launching OKR, we successfully secured $40 million in Series C funding.
Our future has become even more secure.
--- 「Chapter 5.
From "Focus: Remind Story"

When I visited Bangalore, India, an employee told me this story.
“I took the key results from my boss’s OKRs and turned them into my goals.
The boss's OKR is directly linked to EBS's higher-level goals.
And again, EBS's top goal is closely tied to the corporate goal of 'moving to the cloud market.'
"I understand very well how my work in India connects to the company's mission." This is a crucial realization. OKRs have a powerful impact even on remote team members.
By setting goals systematically and publicly, you can break down barriers that hinder organizational integration.
--- Chapter 9.
From "Connect: The Intuit Story"

The most important resource in a service company is passionate employees who believe they can drive change and move the organization forward.
That is why a high turnover rate is a huge loss for an organization.
The best form of job change is one within the organization.
In other words, it is a way to develop an individual's career within an organization without moving to another company.
Employees don't dream of a nomadic life.
However, he just wants to move to a place where he can fully exert his influence.
Adobe's check-in system fulfills that desire.
--- 「Chapter 16.
From "Abolishing Year-End Performance Awards: The Adobe Story"

One-on-one meetings are a powerful way to get employees engaged and focused on their work.
Employees get ideas to overcome problems in one-on-one meetings.
One leader points out:
“This goal is very important to you.
But there hasn't been much progress in two weeks.
“Why?” It may sound paradoxical, but non-work-related one-on-one meetings are a forum for ongoing performance feedback.
By listening to employees share their personal goals, leaders can learn how to develop their careers or empower them to overcome difficult situations.
--- Chapter 17.
Making Pizza More Delicious Every Day: From the Zoom Pizza Story

Vision-based management is superior to command-and-control systems.
The flatter the organization, the more agile the company becomes.
When performance management is two-way or networked, employees move together toward greatness.
Ultimately, this is a story about relationships.
As Dub explains, “Collaboration, or the ability to build ‘relationships,’ is the driving force behind growth and innovation.”--- 「Chapter 19.
From "Culture"

As the organization grew, OneCampaign attempted a fundamental cultural change based on OKR.
They shifted their focus from a business 'for' Africa to a business 'in' Africa and 'with' Africa.
David explained:
“There has been a fundamental shift in social perception of support projects for developing countries.
It was about helping these countries grow on their own.
“OKRs played a crucial role in this process of changing perception.”

--- 「Chapter 20.
From "Changing Culture: Bono's One Campaign Story"