Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

by John Doerr

when all objectives are cascaded, the process can degrade into a mechanical, color-by-numbers exercise,

I realize this is the focus of the chapter, but i loce this

Innovation tends to dwell less at the center of an organization than at its edges.

I find this motivating

Whenever a key result or objective becomes obsolete or impractical, feel free to end it midstream. There’s no need to hold stubbornly to an outdated projection—strike it from your list and move on. Our goals are servants to our purpose, not the other way around.

Note!

By the third quarter, peer pressure on the laggards was enormous.

This sounds rather toxic to me

Engineers struggle with goal setting in two big ways. They hate crossing off anything they think is a good idea, and they habitually underestimate how long it takes to get things done.