Synopsis
Measure What Matters introduces Objectives and Key Results (OKRs)—a goal-setting framework John Doerr learned at Intel and later helped bring to Google. The book explains how OKRs work: ambitious objectives paired with measurable key results, typically set and reviewed quarterly, with transparency and alignment across the organisation.
Doerr covers the origins of OKRs, how to write good ones, and how to use them with CFRs (Conversations, Feedback, Recognition). He includes case studies from Google, Bono's ONE campaign, and other organisations, showing how OKRs can focus effort, surface priorities, and create accountability without becoming bureaucratic.
Why I Recommend It
OKRs are widely used but often poorly understood. This book is the clearest single source for the "why" and "how": why separate objectives from key results, why aim for 60–70% achievement, and how to avoid turning OKRs into a box-ticking exercise. For teams moving from vague goals to measurable outcomes, it's a practical guide.
Key takeaways:
- Objectives are qualitative; key results are quantitative: One inspires, the other measures
- Stretch matters: OKRs should feel ambitious; perfect scores often mean the bar was too low
- Transparency and alignment: When everyone can see OKRs, priorities and dependencies become visible
Practical application: I've used it when introducing or refining OKRs in engineering and product teams. The emphasis on fewer objectives, clear key results, and regular check-ins helps avoid goal proliferation. The CFR section is a useful reminder that goals alone don't build culture—conversations and feedback do.
For leaders and teams adopting or improving goal-setting, it's an essential reference.
Favourite Quote
"Ideas are easy. Execution is everything. OKRs are a mechanism for execution."
Doerr keeps the focus on outcomes: OKRs aren't a substitute for thinking or for leadership, but they create a rhythm and a shared language for getting things done.