I can’t tell you how many times I’ve seen people walk out of meetings saying, “I’m going to conquer the world” . . . and three months later, nothing has happened. You get people whipped up with enthusiasm, but they don’t know what to do with it. In a crisis, you need a system that can drive transformation—quickly. That’s what the key result system did for Intel. It gave management a tool for rapid implementation. And when people reported on what they’d gotten done, we had black-and-white criteria for assessment.
