A collection of OKR stories from the leaders of successful organisations of all sizes. Google’s OKR guidelines (included as an appendix) are fantastic. (Disclaimer: I was already familiar with OKRs from working in companies that used them.) I picked up a few things:

What the book was missing:

The company incentivized the reps with a trip for two to Tahiti for all who reached the mark. Then Jim Lally added an ingenious stipulation: If a single individual failed to make the quota, the straggler’s entire district office would lose out on the trip. Early on, the numbers badly trailed the target, until the task force began to think about relaxing the design win criterion. But that summer, full-color Tahiti brochures mysteriously found their way into every salesperson’s home mailbox. By the third quarter, peer pressure on the laggards was enormous.

I think not just differences between functional disciplines, but also nationality. The way the leaders in the book talk about OKRs feels distinctly American?

Cover image for Measure what matters