I had lunch yesterday with my now-retired business partner and mentor, Dr. Jerry Newman.
Since 1977 he has been teaching CEO’s and business managers that their
People systems and Pay need to align with business goals, and that all should be objectively measured.
You know, since Jimmy Carter was President… I was wearing polyester striped bell-bottoms, and during the stagflation years before Reagan and the economic growth of 1981-2008 and 2016 until now.
Not new news, people!
I also just read “Measure What Matters” by John Doerr- who worked with Google and Intel and the Gates Foundation to do just that.
Here is an excerpt, and you can click this link to download a nice summary of the book.
Summary of Measure What Matters Part One – OKRs in Action
“We don’t hire smart people to tell them what to do. We hire smart people so they can tell us what to do.” — Steve Jobs
One of the most sought benefits of implementing an OKR [Objectives and Key Results] strategy is corporate alignment.
Getting the entire organization focused on the company’s most crucial Objectives is key to employee engagement and ultimately success in the market.
Studies suggest that only seven percent of employees genuinely understand their company’s strategies, and, what’s expected of them to help reach these corporate objectives.
What is the connective tissue that enables this alignment? OKRs, (Objectives and Key Results) can provide the linkage and visibility to create true alignment in any organization.
In this chapter, Doerr uses a football team analogy to illustrate why connecting Objectives is a blend of top-down and bottom-up planning. Setting successful OKRs requires a balance of cascading Objectives and Key Results down through the organization, and input from employees into their personal Objectives. (With the important caveat that personal Objectives must be in support of, connected to, the company’s top priorities).
The top-down cascading connects everyone in the organization, creating alignment; and the bottom-up planning gives individuals a greater sense of ownership, creating engagement.
Doerr quotes an exasperated CEO who states, “At any given time, some significant percentage of our people are working on the wrong thing. The challenge is knowing which ones!”
Learn more-Atiim book summary “Measure What Matters”