演講者：John Doerr
語言：英語
簡介：硅谷風投教父約翰·杜爾分享如何通過“目標及關鍵成果工作法（OKRs）”來設定目標，如何決定成敗及承擔起自己的責任。谷歌、英特爾、BONO正是通過OKRs工作法實現了激動人心的目標。
中英對照翻譯
We're at a critical moment. Our leaders, some of our great institutions are failing us. Why? In some cases, it's because they're bad or unethical, but often, they've taken us to the wrong objectives. And this is unacceptable. This has to stop. How are we going to correct these wrongs? How are we going to choose the right course? It's not going to be easy.
我們正處在一個關鍵時刻。我們的領導者，一些重要的機構正在辜負我們的期待。為什麼？在某些案例中，因為他們心懷不軌或違背了職業道德，但通常是因為他們把我們帶向了錯誤的目標。而這是讓人無法接受的。這樣的情況應當到此為止。我們該如何糾正這些錯誤？我們該如何選擇正確的道路？這並非易事。
For years, I've worked with talented teams and they've chosen the right objectives and the wrong objectives. Many have succeeded, others of them have failed. And today I'm going to share with you what really makes a difference -- that's what's crucial, how and why they set meaningful and audacious goals, the right goals for the right reasons.
多年來我一直在與傑出的團隊共事，他們或在正確的道路上前進，或選錯了目標而事與願違。許多目標成功達成了，有些則遭遇了失敗。今天我要和你分享的是真正能夠帶來改變的事情——即問題的關鍵所在，他們為何以及如何制定出有意義的、大膽的目標，即有正當理由的，正確的目標。
Let's go back to 1975. Yep, this is me. I've got a lot to learn, I'm a computer engineer, I've got long hair, but I'm working under Andy Grove, who's been called the greatest manager of his or any other era. Andy was a superb leader and also a teacher, and he said to me, "John, it almost doesn't matter what you know. Execution is what matters the most." And so Andy invented a system called "Objectives and Key Results." It kind of rolls off the tongue, doesn't it? And it's all about excellent execution. So here's a classic video from the 1970s of professor Andy Grove.
讓我們回到1975年。沒錯，這就是我。當時我是個計算機工程師，還有很多東西要學。我留著長髮，在安迪·葛洛夫手下工作，在任何時代，他都稱得上是最偉大的管理者。安迪不僅是一流的領導者，也是一名導師。他曾對我說：“約翰，你所知道的東西並不重要，執行才是最重要的。”安迪發明了一個系統，稱為“目標和關鍵成果法”。聽起來是不是有點繞口？其核心全在於出色的執行。以下是一段1970年代的經典錄像，錄像裡出現的就是安迪·葛洛夫教授。
(Video) Andy Grove: The two key phrases of the management by objective systems are the objectives and the key results, and they match the two purposes. The objective is the direction. The key results have to be measured, but at the end you can look and without any argument say," Did I do that, or did I not do that?" Yes. No. Simple.
（錄像）安迪·葛洛夫：這種目標管理的兩個關鍵詞是“目標”和“關鍵成果”，它們分別對應著兩個目的：目標是方向，關鍵成果需要得到評估，但是最終結果顯而易見，根本不需要出現“我做了這個嗎，或者根本沒做？”那樣的爭論，是或否，就是這麼簡單。
John Doerr: That's Andy. Yes. No. Simple. Objectives and Key Results, or OKRs, are a simple goal-setting system and they work for organizations, they work for teams, they even work for individuals. The objectives are what you want to have accomplished. The key results are how I'm going to get that done. Objectives. Key results. What and how.
約翰·杜爾：這就是安迪。是或否，就是這麼簡單。目標和關鍵成果法也稱為OKRs，是一個簡單的目標制定方法。它適用於組織還有團隊，甚至也適用於個人。目標就是你想實現的事情，關鍵成果是你要如何達成目標。目標，以及關鍵成果，就是要做什麼和如何實現。
But here's the truth: many of us are setting goals wrong, and most of us are not setting goals at all. A lot of organizations set objectives and meet them. They ship their sales, they introduce their new products, they make their numbers, but they lack a sense of purpose to inspire their teams.
但真實的情況是：我們中有許多人都制定了錯誤的目標，大多數人甚至完全不設定目標。許多組織機構設定目標並努力實現它們。這些組織發貨，研發新產品，他們不斷獲得收益，但缺少激勵團隊的使命感。
So how do you set these goals the right way? First, you must answer the question, "Why?" Why? Because truly transformational teams combine their ambitions to their passion and to their purpose, and they develop a clear and compelling sense of why.
那麼該如何正確地設定目標呢？首先你必須回答一個問題：“為什麼？”為什麼這麼問？因為真正變革型的團隊都會將自己的雄心、熱情和目標結合到一起。他們很清楚為何要做，且理由令人信服。
I want to tell you a story. I work with are mark able entrepreneur. Her name is Jini Kim. She runs a company called Nuna. Nuna is a health care data company. And when Nuna was founded, they used datato serve the health needs of lots of workers at large companies. And then two years into the company's life, the federal government issued a proposal to build the first ever cloud database for Medicaid.
我想要告訴大家一個故事，有一位與我共事的出色的企業家，她的名詞是金基妮(JiniKim)。她運營著一家公司，叫做Nuna。這是一家健康護理數據公司。公司初創時，他們使用數據為大企業的很多員工提供健康服務。公司成立兩年後，聯邦政府發佈了一項提案，要成立首個用於醫療救助制度的雲數據庫。
Now, you'll remember that Medicaid is that program that serves 70 million Americans, our poor, our children and people with disabilities. Nuna at the time was just 15 people and this database had to be built in one year, and they had a whole set of commitments that they had to honor, and frankly, they weren't going to mak every much money on the project.
你們知道醫療救助制度為7千萬美國人服務，包括貧困人群，兒童，以及殘障人士。Nuna公司在當時只有15個人，這個數據庫要在一年內建成，他們有一系列承諾需要履行。坦白講，這個項目並不能讓他們大賺一筆。
This was a bet-your-company moment, and Jini seized it. She jumped at the opportunity. She did not flinch. Why? Well, it's a personal why. Jini's younger brother Kimong has autism. And when he was seven, he had his first grand mal seizure at Disneyland. He fell to the ground. He stopped breathing.
這是賭上公司的時刻，而基妮把握住了它。她撲向了這個機會，她沒有退縮。為什麼？這事關個人原因。基妮的弟弟津孟(Kimong)患有自閉症，在七歲時，他第一次發病是在迪士尼樂園。他倒在地上，停止了呼吸。
Jini's parents are Korean immigrants.They came to the country with limited resources speaking little English, so it was up to Jini to enroll her family in Medicaid. She was nine years old. That moment defined her mission, and that mission became her company, and that company bid on, won and delivered on that contract. Here's Jini to tell you why.
基妮的父母都是韓裔移民，他們身無長物來到這個國家，也不太會講英語，所以只能靠基妮幫家人加入醫療救助系統。她當時只有九歲。這個重大時刻決定了她的使命，而這項使命成就了她公司，這家公司競標，贏得並實現了這個合同。讓基妮來告訴你她這樣做的原因。
(Video) Jini Kim: Medicaid saved my family from bankruptcy, and today it provides for Kimong's health and for millions of others. Nuna is my love letter to Medicaid. Every row of data is a life who sestory deserves to be told with dignity.
（視頻）金基妮：醫療救助使我的家庭免於破產，如今它為津孟和其他數百萬患者提供健康服務。Nuna是我給醫療救助的一封情書。每一條數據都是一個生命，它的故事需要有尊嚴地被講述。
JD: And Jini's story tells us that a compelling sense of why can be the launchpad for our objectives. Remember, that's what we want to have accomplished. And objectives are significant, they're action-oriented, they are inspiring, and they're a kind of vaccine against fuzzy thinking. You think a rockstar would be an unlikely user of Objectives and Key Results, but for years, Bono has used OKRs to wage a global war against poverty and disease, and his ONE organization has focused on two really gorgeous, audacious objectives.
約翰·杜爾：基妮的故事告訴我們，一種極具說服力的原因能夠成為目標的發射平臺。要記得，這是我們想要達成的事情。目標是重要的，它們以行動為指向，它們激勵人心，是對抗紛亂思緒的一針疫苗。你以為一個搖滾明星，不太可能使用目標成果法，但是數年以來，博諾（Bono）通過使用OKRs掀起了一場對抗貧窮和疾病的全球戰爭。他的One組織專注在兩個目標上，它們非常棒，也非常大膽。
The first is debt relief for the poorest countries in the world. The next is universal access to anti-HIV drugs. Now, why are these good objectives? Let's go back to our checklist. Significant? Check. Concrete? Yes. Action-oriented? Yes. Inspirational? Well, let's just listen to Bono.
第一個目標是為世界上最貧窮的國家減輕債務；第二個則是普及抗艾滋病藥物。如今，這些目標完成的怎麼樣了？讓我們回到我們的檢查清單。這些目標重要麼？是的。這些目標具體麼？是的。它們以行動為導向麼？是的。是否激勵人心？還是讓我們聽聽博諾怎麼說。
(Video) Bono: So you're passionate? How passionate? What actions does your passion lead you to do? If the heart doesn't find a perfect rhyme with the head, then your passion means nothing. The OKR framework cultivates the madness, the chemistry contained inside it. It gives us an environment for risk, for trust, where failing is not a fire able offense. And when you have that sort of structure and environment and the right people, magic is around the corner.
（視頻）博諾：你有熱情麼？有多大熱情？你的熱情引導出了你的什麼行動？如果內心找不到與大腦和諧的韻律，你的熱情就毫無用處。OKRs框架可以培養出瘋狂的想法，裡面包含著化學火花。它給了我們一個環境，為了風險，為了信任，在這裡，失敗不是可怕的犯罪。當你有了這種結構和環境，加上對的人，奇蹟就會出現。
JD: I love that. OKRs cultivate the madness, and magic is right around the corner. This is perfect.
約翰·杜爾：我很喜歡這段話，OKRs培養出瘋狂的想法，奇蹟就會出現。這簡直完美。
So with Jini we've covered the whys, with Bono the whats of goal-setting. Let's turn our attention to the hows. Remember, the hows are the key results. That's how we meet our objectives. And good results are specific and time-bound. They're aggressive but realistic. They're measurable, and they're verifiable. Those are good key results.
通過基妮，我們看到了原因，通過博諾，我們瞭解了目標設定。讓我們再來關注方法。如何做是關鍵結果。這就是我們實現目標的方法。好的結果是明確且有時間限制的。它們很激進但也很現實，它們可衡量也可評估，這就是好的關鍵成果。
In 1999, I introduced OKRs to Google's cofounders, Larry and Sergey. Here they are, 24 years old in their garage. And Sergey enthusiastically said he'd adopt them. Well, not quite. What he really said was, "We don't have any other way to manage this company, so we'll give ita go."
1999年，我向谷歌的聯合創始人拉里和謝爾蓋介紹了OKRs。這是24歲時的他們在自家的車庫裡。謝爾蓋充滿熱情地說打算採用這個方法。然而，確切地說，他真正說的是：“我們沒有其他的方法來管理這家公司，所以不如試一下。“
And I took that as a kind of endorsement. But every quarter since then, every Googler has written down her objectives and her key results. They've graded them, and they've published them for everyone to see. And these are not used for bonuses or for promotions. They're set aside. They're used for a higher purpose, and that's to get collective commitment to truly stretch goals.
我將其視為某種認可。從那之後的每個季度，每一個谷歌人寫下的目標和關鍵成果，都會得到他們的評價，然後公佈給每個人看。這些內容並不被用於獎金或升職，就是擺在那裡，用於實現更高的目標——那就是獲取共同責任感以真正推動目標。
In 2008, a Googler, Sundar Pichai, took on an objective which was to build the next generation client platform for the future of web applications -- in other words, build the best browser. He was very thoughtful about how he chose his key results. How do you measure the best browser? It could be ad clicks or engagement. No. He said: numbers of users, because users are going to decide if Chrome is a great browser or not. So hehad this one three-year-long objective: build the best browser. And then every year he stuck to the same key results, numbers of users, but he upped the ante. In the first year, his goal was 20 million users and he missed it. He got less than 10. Second year, he raised the bar to 50 million. He got to 37 million users. Somewhat better. In the third year, he upped the ante once more to ahundred million. He launched an aggressive marketing campaign, broaderdistribution, improved the technology, and kaboom! He got 111 million users.
在2008年，谷歌員工桑達爾·皮查伊設定了一個目標，他要為未來的網絡應用建立下一代客戶平臺。換句話說，就是打造一個最好的瀏覽器。在選擇關鍵結果上，|他有著非常深入的思考。如何來衡量這是最好的瀏覽器？可以參考廣告點擊和用戶參與度。不，他認為是用戶數量，因為用戶會決定Chrome瀏覽器是好還是壞。因此他定下了這個長達三年的目標：打造最好的瀏覽器。之後的每一年，他都會專注於相同的關鍵成果，即用戶數量，但是要求不斷提高。在最初一年，他的目標是2000萬用戶，但並沒有達成。用戶數量還不到1000萬。第二年，他把目標提高到5000萬。結果用戶數量達到3700萬。不管怎樣，總算有些進步。在第三年，他再次將目標提高到1億。他啟動了一個激進的營銷活動，採用更廣泛的推廣手段，改善的技術，用戶數量終於爆發了！他獲得了1.11億用戶。
Here's why I like this story, not so much for the happy ending, but it shows someone carefully choosing the right objective and then sticking to it year after year after year. It's a perfect story for a nerd like me.
我之所以喜歡這個故事，並不在於它有圓滿的大結局，而是它表現出一個人仔細選擇了正確的目標，並年復一年始終堅持下來。對我這樣的書呆子來說，這簡直是個完美的故事。
Now, I think of OKRs as transparent vessels that are made from the whats and hows of our ambitions. What really matters isthe why that we pour into those vessels. That's why we do our work. OKRs are not a silver bullet. They're not going to be a substitute for a strong culture or for stronger leadership, but when those fundamentals are in place, they can take you to the mountaintop.
我把OKRs看做是一個透明容器，它由野心勃勃的“做什麼”和“怎麼做”構成。真正的關鍵在於放進容器中的“為什麼”，那是我們工作的原因。OKRs並非萬能良藥。它無法代替強有力的文化或是強有力的領導力。但當這些基本元素都就位，它們就可以帶你走上巔峰。
I want you to think about your life for a moment. Do you have the right metrics? Take time to write down your values, your objectives and your key results. Do it today. If you'd like some feedback on them, you can send them to me. I'm [email protected].
現在，我希望你們思考一下自己的生活。你是否擁有正確的衡量標準？花點時間寫下你認為有價值的東西，你的目標和關鍵成果。今天就行動。如果你想獲得反饋，可以將它發給我。我的郵箱地址是：[email protected]
If we think of the world-changing goals ofan Intel, of a Nuna, of Bono, of Google, they're remarkable: ubiquitous computing, affordable health care, high-quality for everyone, ending global poverty, access to all the world's information. Here's the deal: every one of those goals is powered today by OKRs.
如果我們想想那些改變世界的目標，英特爾，Nuna，博諾，還有谷歌的目標，它們都令人驚歎：普適計算，低價優質的全民醫療，終結全球貧困，獲取全球信息。事實情況是，每個目標都得到了OKRs的助力。
Now, I've been called the Johnny Apple seed of OKRs for spreading the good gospel according to Andy Grove, but I want you to join me in this movement. Let's fight for what it is that really matters, because we can take OKRs beyond our businesses. We can take them to our families, to our schools, even to our governments. We can hold those governments accountable. We can transform those informations. We can get back on the right track if we can and do measure what really matters.
現在我被叫做OKRs播種機，將安迪·葛洛夫的福音傳播四方。但是我希望你也能參與到這場運動中，讓我們為真正關鍵的事情而奮鬥，因為我們不僅可以將OKRs運用到商業中，還可以將其用於家庭，學校，甚至是政府。我們可以讓政府承擔責任。我們可以轉化這些信息。我們可以回到正確的軌道上——前提是，我們能夠並且真正去判斷關鍵所在。
Thank you.(Applause)
謝謝大家。（掌聲）
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