TED | 成功始于设定正确的目标

演讲简介

 

硅谷风投教父约翰·杜尔分享如何通过“目标及关键成果工作法（OKRs）”来设定目标，如何决定成败及承担起自己的责任。谷歌、英特尔、BONO正是通过OKRs工作法实现了激动人心的目标。

 

 

 

演讲精彩片段（节选）欣赏

 

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 he had 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 a hundred million. He launched an aggressive marketing campaign, broader distribution, improved the technology, and kaboom! He got 111 million users.

在2008年，谷歌员工桑达尔·皮查伊设定了一个目标，他要为未来的网络应用建立下一代客户平台。换句话说，就是打造一个最好的浏览器。在选择关键结果上，他有着非常深入的思考。如何来衡量这是最好的浏览器？可以参考广告点击和用户参与度。不，他认为是用户数量，因为用户会决定Chrome浏览器是好还是坏。因此他定下了这个长达三年的目标：打造最好的浏览器。之后的每一年，他都会专注于相同的关键成果，即用户数量，但是要求不断提高。在最初一年，他的目标是2000万用户，但并没有达成。用户数量还不到1000万。第二年，他把目标提高到5000万。结果用户数量达到3700万。不管怎样，总算有些进步。在第三年，他再次将目标提高到1亿。他启动了一个激进的营销活动，采用更广泛的推广手段，改善的技术，用户数量终于爆发了！他获得了1.11亿用户。

 

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.

我之所以喜欢这个故事，并不在于它有圆满的大结局，而是它表现出一个人仔细选择了正确的目标，并年复一年始终坚持下来。对我这样的书呆子来说，这简直是个完美的故事。

 

Now, I think of OKRs as transparent vessels that are made from the whats and hows of our ambitions. What really matters is the 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看做是一个透明容器，它由野心勃勃的“做什么”和“怎么做”构成。真正的关键在于放进容器中的“为什么”，那是我们工作的原因。OKRs并非万能良药。它无法代替强有力的文化或是强有力的领导力。但当这些基本元素都就位，它们就可以带你走上巅峰。

 

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 john@whatmatters.com.

现在，我希望你们思考一下自己的生活。你是否拥有正确的衡量标准？花点时间写下你认为有价值的东西，你的目标和关键成果。今天就行动。如果你想获得反馈，可以将它发给我。我的邮箱地址是：john@whatmatters.com

 

If we think of the world-changing goals of an 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.

如果我们想想那些改变世界的目标，英特尔，Nuna，博诺，还有谷歌的目标，它们都令人惊叹：普适计算，低价优质的全民医疗，终结全球贫困，获取全球信息。事实情况是，每个目标都得到了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 information. We can get back on the right track if we can and do measure what really matters.

现在我被叫做OKRs播种机，将安迪·葛洛夫的福音传播四方。但是我希望你也能参与到这场运动中，让我们为真正关键的事情而奋斗，因为我们不仅可以将OKRs运用到商业中，还可以将其用于家庭，学校，甚至是政府。我们可以让政府承担责任。我们可以转化这些信息。我们可以回到正确的轨道上——前提是，我们能够并且真正去判断关键所在。