英文原版 Measure What Matters 衡量什么重要英文版进口英语原版书籍

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作者: Doerr, John
出版社: Portfolio Penguin
ISBN: 9780241348482

出版时间: 2018-04
装帧: 平装

作者: Doerr, John
出版社: Portfolio Penguin

ISBN: 9780241348482
出版时间: 2018-04

装帧: 平装

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书名：Measure What Matters: OKRs: The Simple Idea that Drives 10x Growth这就是OKR 作者：John Doerr 出版社名称：Portfolio Penguin 出版时间：2018 语种：英文 ISBN：9780241348482 商品尺寸：15.3 x 2.3 x 23.4 cm 包装：平装页数：320（以实物为准） ★“OKR”之父、硅谷传奇投资人约翰·杜尔系统阐述OKR ★从英特尔、谷歌、脸书到领英，从盖茨基金会到摇滚歌手波诺，30多年来，约翰·杜尔如何用OKR四大利器，帮助他们撼动世界？ ★谷歌创始人拉里·佩奇亲自做序，比尔·盖茨、里德·霍夫曼、谢丽尔·桑德伯格、戈登·摩尔、约翰·钱伯斯、沃尔特·艾萨克森、吉姆·柯林斯……鼎力推荐本书Measure What Matters: OKRs: The Simple Idea that Drives 10x Growth《这就是OKR》是传奇风险投资人约翰·杜尔的作品，揭示了OKR这一目标设定系统如何促使英特尔、谷歌等科技巨头实现爆炸性增长，以及怎样促进所有组织的蓬勃发展。【本书特点】 1.作者亲自、系统地讲述OKR。约翰·杜尔是全球著名风险投资人，投资企业包括谷歌、亚马逊、领英、facebook等，创造了超过1000亿美元的利润；约翰·杜尔从20世纪70年代起就在硅谷互联网企业、高科技企业和初创企业推广OKR，被称为“OKR之父”，不论在谷歌、亚马逊，还是领英，OKR的落地都是作者亲自操刀。 2.本书有大量宝贵案例，不同企业一线实践者亲自讲述。你能想象谷歌的CEO手把手教你当初是怎么用OKR获得谷歌浏览器用户的吗？你能想象比尔·盖茨亲自讲述OKR是怎么帮助基金会的吗？你能想象YOUTUBE的CEO和工程副总一起教你如何利用OKR实现用户数的几何级增长？…… 3.案例丰富，普适性强。本书包含OKR在不同领域、不同规模的公司的落地情况，普适性更强，不同企业都能找到自己对标的企业。媒体评论： “我真希望自己能够在19年前看到这本书，那时，我们刚刚创办了谷歌。若是能够再早一些看到这本书，我就会更好地进行自我管理了。”——拉里?佩奇（Larry Page），Alphabet首席执行官、谷歌联合创始人 “我向那些有志于成为很好的管理者的人推荐约翰这本书。”——比尔·盖茨（Bill Gates），微软创始人 “OKR永远地改变了谷歌公司的发展历程。”——埃里克·施密特，谷歌公司前首席执行官 “约翰·杜尔是硅谷的传奇人物。他解释了如何透明地设定目标和定义关键结果，从而使组织保持一致并激发高绩效。”——乔纳森·莱文（Jonathan Levin），斯坦福大学商学院院长 The revolutionary movement behind the explosive growth of Intel, Google, Amazon and Uber. With a foreword by Larry Page, and contributions from Bono and Bill Gates. Measure What Matters is about using Objectives and Key Results (OKRs), a revolutionary approach to goal-setting, to make tough choices in business. Since then Doerr has introduced OKRs to more than fifty companies, helping tech giants and charities exceed all expectations. In the OKR model objectives define what we seek to achieve and key results are how those top- priority goals will be attained. OKRs focus effort, foster coordination and enhance workplace satisfaction. They surface an organization's most important work as everyone's goals from entry-level to CEO are transparent to the entire institution. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will show you how to collect timely, relevant data to track progress - to measure what matters. It will help any organization or team aim high, move fast, and excel. Review 'I'd recommend John's book for anyone interested in becoming a better manager'--Bill Gates 'Management magic....Measure What Matters is a must read for anyone motivated to improve their organization'--Former Vice President Al Gore, chairman of the Climate Reality Project 'Measure What Matters shows how any organization or team can aim high, move fast, and excel'--Sheryl Sandberg, Facebook COO and founder of Leanln.org and OptionB.org 'Measure What Matters deserves to be fully embraced by every person responsible for performance in any walk of life'--Jim Collins, author of Good to Great 'Measure What Matters takes you behind the scenes for the creation of Intel's powerful OKR system - one of Andy Grove's finest legacies'--Gordon Moore, cofounder and former chairman of Intel 20世纪70年代，在英特尔担任工程师时，杜尔首次接触到OKR。之后，作为一个风险投资人，杜尔不遗余力地将这一管理智慧，分享给50多家公司和机构，包括谷歌、亚马逊、领英、脸书、比尔及梅琳达·盖茨基金会，甚至摇滚歌手波诺的公益项目。在杜尔的帮助下，任何公司只要顺利践行OKR，都会获得高速的发展。 OKR聚焦于目标和关键结果的设定，通过四大利器——聚焦、协同、追踪和延展的协同作用，揭示了企业运营重要的方面，使目标自上而下地统一，确保管理者和员工处在正确轨道上，强化企业整体，提高企业业绩、工作满意度和员工保留率。在Measure What Matters: OKRs: The Simple Idea that Drives 10x Growth《这就是OKR》一书中，杜尔根据自己多年来在不同规模的企业和组织中传播OKR的经验，采用第1人称和精彩的案例研究，以及包括比尔·盖茨、波诺在内的许多人的亲述，来展示在OKR体系的协调下，各种不同的企业都各自实现了令人瞩目、灵活快速和爆炸性的增长。无论是初创企业，还是不同规模的企业，这本书都将有助于它们获取同样的魔力。约翰·杜尔，风险投资公司KPCB合伙人、董事长，谷歌公司董事。作为全世界具有传奇色彩和创意又不拘一格的风险投资家之一，约翰·杜尔从1980年开始，参与了众多硅谷成功企业的早期投资，包括谷歌、太阳微系统公司、康柏、亚马逊、网景、财捷、莲花软件等，在短短10年内创造了高达1000亿美元的经济价值，创造了19.2万多个就业机会。同时，他还担任多家上市公司的董事，包括谷歌、财捷、亚马逊和太阳微系统公司等。在KPCB之外，约翰与社会企业家合作致力于改变公共教育、气候危机和全球贫困。此外，他还是奥巴马基金会和非营利组织ONE的委员。 John Doerr joined Kleiner Perkins Caufield & Byers in 1980 and has since backed some of the world's most successful entrepreneurs and companies, such as Google, Zynga and Amazon. John serves on the boards of Google, Zynga and Amyris. He also led KPCB's investment in Twitter. He is a member of the American Academy of Arts and Sciences, and was a member of U.S. President Barack Obama's Council on Jobs and Competitiveness. He has 291K followers on Twitter. His TED Talk on greentech has 845K views. On a fall day in 1999，in the heart of Silicon Valley, I arrived at a two-story，L-shaped structure off the 1o1 freeway. It was young Google's headquarters, and I'd come with a gift. The company had leased the building two months earlier, outgrowing a space above an ice-cream parlor in downtown Palo Alto. Two months before that，I'd placed my biggest bet in nineteen years as a venture capitalist, an $11.8 million wager for 12 percent of a start-up founded by a pair of Stanford grad school dropouts. I joined Google's board. I was committed, financially and emotionally, to do all I could to help it succeed. Barely a year after incorporating，Google had planted its flag: to “organize the world's information and make it universally accessible and useful." That might have sounded grandiose，but I had confidence in Larry Page and Sergey Brin. They were self-assured，even brash，but also curious and thoughtful. They listened-and they delivered. Sergey was exuberant，mercurial，strongly opinionated，and able to leap intellectual chasms in a single bound. A Soviet born immigrant，he was a canny，creative negotiator and a principled leader. Sergey was restless，always pushing for more；he might drop to the floor in the middle of a meeting for a set of push-ups. Larry was an engineer's engineer，the son of a computer science pioneer. He was a soft-spoken nonconformist，a rebel with a 10x cause: to make the internet exponentially more relevant. While Sergey crafted the commerce of technology，Larry toiled on the product and imagined the impossible. He was a blue-sky thinker with his feet on the ground. Earlier that year，when the two of them came to my office to pitch me，their PowerPoint deck had just seventeen slides-and only two with numbers.（They added three cartoons just to flesh out the deck.）Though they'd made a small deal with the Washington Post，Google had yet to unlock the value of keyword-targeted ads. As the eighteenth search engine to arrive on the web，the company was way late to the party. Ceding the competition such a long head start was normally fatal，especially in technology. But none of that stopped Larry from lecturing me on the poor quality of search in the market，and how much it could be improved，and how much bigger it would be tomorrow. He and Sergey had no doubt they would break through，never mind their lack of a business plan. Their Page Rank algorithm was that much better than the competition, even in beta. I asked them，"How big do you think this could be？"I'd already made my private calculation: If everything broke right，Google might reach a market cap of $1 billion. But I wanted to gauge their dreams. 1234567
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英文原版 Measure What Matters 衡量什么重要英文版进口英语原版书籍