TED2018
John Doerr: Why the secret to success is setting the right goals
約翰杜爾: 何以設立正確的目標是成功的秘密
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風險資本家約翰杜爾說，我們的領導人和制度讓我們失望，不見得是因為他們不好或不道德；而通常原因很簡單，只因他們引導我們朝向錯的目標前進。在這場很務實的演說中，杜爾讓我們知道要如何用「目標與關鍵結果（OKR）」來回到正軌。它是個目標設定系統，已經被 Google、英特爾、布諾等用來設定並執行大膽的目標。來進一步了解設定對的目標為什麼會影響成敗，以及如何用 OKR 來讓我們的領導人及我們自己負責。
John Doerr - Venture capitalist
John Doerr is an engineer, acclaimed venture capitalist and the chairman of Kleiner Perkins. Full bio
John Doerr is an engineer, acclaimed venture capitalist and the chairman of Kleiner Perkins. Full bio
Double-click the English transcript below to play the video.
我們正處於一個關鍵時刻。
00:13
We're at a critical moment.
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我們的領導者、
00:16
Our leaders,
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00:17
some of our great institutions
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一些優秀的機構，
讓我們失望。
00:19
are failing us.
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00:22
Why?
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為什麼？
有些情況，是因為他們很惡劣
00:24
In some cases, it's because they're bad
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或是不道德，
00:26
or unethical,
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但通常是他們帶著我們
走向錯誤的目標。
走向錯誤的目標。
00:28
but often, they've taken us
to the wrong objectives.
to the wrong objectives.
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這是不能接受的。
00:33
And this is unacceptable.
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00:38
This has to stop.
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這必須停止。
我們要如何修正這些錯誤？
00:40
How are we going to correct these wrongs?
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00:44
How are we going
to choose the right course?
to choose the right course?
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我們要如何選擇正確的道路？
00:47
It's not going to be easy.
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這絕非易事。
多年來，我和有才華的團隊合作過，
00:49
For years, I've worked with talented teams
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00:52
and they've chosen the right objectives
and the wrong objectives.
and the wrong objectives.
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他們選過對的目標，
也選過錯的目標。
也選過錯的目標。
許多團隊成功了，其他的則失敗了。
00:55
Many have succeeded,
others of them have failed.
others of them have failed.
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00:58
And today I'm going to share with you
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今天我要和各位分享
01:00
what really makes a difference --
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到底是什麼造成不同的結果，
01:02
that's what's crucial,
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什麼至關重要，
01:05
how and why
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這些團隊如何以及為什麼
01:06
they set meaningful and audacious goals,
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設下有意義且大膽的目標，
基於正確的理由設下正確的目標。
01:09
the right goals for the right reasons.
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讓我們回到 1975 年。
01:13
Let's go back to 1975.
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01:15
Yep, this is me.
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是的，這是我。
01:17
I've got a lot to learn,
I'm a computer engineer,
I'm a computer engineer,
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我有很多要學習的，
我是個留長髮的電腦工程師，
01:19
I've got long hair,
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01:21
but I'm working under Andy Grove,
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但我在安迪葛洛夫旗下工作，
01:24
who's been called the greatest manager
of his or any other era.
of his or any other era.
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他被譽為是他的時代或任何
其他時代中最偉大的經理。
其他時代中最偉大的經理。
01:28
Andy was a superb leader
and also a teacher,
and also a teacher,
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安迪是位卓越的領導人，
也是一位老師，
也是一位老師，
他對我說：「約翰，
你知道什麽幾乎沒差。
你知道什麽幾乎沒差。
01:32
and he said to me, "John,
it almost doesn't matter what you know.
it almost doesn't matter what you know.
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最重要的是執行。」
01:36
Execution is what matters the most."
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所以安迪發明了一個系統，
叫做「目標與關鍵結果」。
叫做「目標與關鍵結果」。
01:39
And so Andy invented a system
called "Objectives and Key Results."
called "Objectives and Key Results."
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01:44
It kind of rolls off
the tongue, doesn't it?
the tongue, doesn't it?
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很簡單的名字對吧？
重點就在於出色的執行。
01:47
And it's all about excellent execution.
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以下是一段安迪葛洛夫教授
01:51
So here's a classic video from the 1970s
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七十年代的經典影片。
01:54
of professor Andy Grove.
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01:56
(Video) Andy Grove: The two key phrases
of the management by objective systems
of the management by objective systems
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（影片）安迪葛洛夫：兩個
目標系統管理的關鍵詞
目標系統管理的關鍵詞
02:00
are the objectives and the key results,
and they match the two purposes.
and they match the two purposes.
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是「目標」與「關鍵結果」，
它們符合兩個目的。
它們符合兩個目的。
02:04
The objective is the direction.
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目標就是方向。
02:07
The key results have to be measured,
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必須量測關鍵結果，
最終，你可以回頭看，
並毫無疑義地說：
並毫無疑義地說：
02:09
but at the end you can look
and without any argument say,
and without any argument say,
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「我做了還是沒做？」
是。否。很簡單。
是。否。很簡單。
02:12
"Did I do that, or did I not do that?"
Yes. No. Simple.
Yes. No. Simple.
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02:14
John Doerr: That's Andy.
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講者：那就是安迪。
02:16
Yes. No. Simple.
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是。否。很簡單。
目標與關鍵結果，
02:19
Objectives and Key Results,
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02:21
or OKRs,
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縮寫為 OKR，
02:23
are a simple goal-setting system
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是簡易的目標設立系統，
02:26
and they work for organizations,
they work for teams,
they work for teams,
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組織可以用它，團隊可以用它，
02:29
they even work for individuals.
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甚至個人也可以用它。
目標就是你想要達成什麼。
02:31
The objectives are what
you want to have accomplished.
you want to have accomplished.
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關鍵結果則是我要如何做到目標。
02:34
The key results are how
I'm going to get that done.
I'm going to get that done.
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02:37
Objectives. Key results.
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目標。關鍵結果。
02:40
What and how.
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「什麼」與「怎樣做」。
但，事實是：
02:43
But here's the truth:
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許多人都設錯了目標，
02:45
many of us are setting goals wrong,
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02:47
and most of us
are not setting goals at all.
are not setting goals at all.
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大部分人完全沒有設立目標。
02:50
A lot of organizations
set objectives and meet them.
set objectives and meet them.
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許多組織會設立目標並實現它們。
02:53
They ship their sales,
they introduce their new products,
they introduce their new products,
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他們把賣出的產品出貨，
介紹新產品，做到目標數字，
02:56
they make their numbers,
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02:57
but they lack a sense of purpose
to inspire their teams.
to inspire their teams.
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但他們沒有目的感
來鼓舞他們的團隊。
來鼓舞他們的團隊。
所以要如何用正確的方式
來設立目標？
來設立目標？
03:02
So how do you set
these goals the right way?
these goals the right way?
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03:05
First, you must answer
the question, "Why?"
the question, "Why?"
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首先你得回答「為什麼？」這個問題。
為什麼？
03:09
Why?
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03:11
Because truly transformational teams
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因為真正轉型的團隊
將他們的野心與熱情
和目標結合在一起，
和目標結合在一起，
03:13
combine their ambitions
to their passion and to their purpose,
to their passion and to their purpose,
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他們為什麼要去做的理由
很清楚也很有說服力。
很清楚也很有說服力。
03:19
and they develop a clear
and compelling sense of why.
and compelling sense of why.
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我想告訴各位一個故事。
03:23
I want to tell you a story.
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03:25
I work with a remarkable entrepreneur.
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我和一位優秀的企業家合作。
03:27
Her name is Jini Kim.
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她叫吉妮金姆。
03:29
She runs a company called Nuna.
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她經營的公司叫 Nuna。
03:32
Nuna is a health care data company.
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Nuna 是一間健康照護資料公司。
03:35
And when Nuna was founded,
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Nuna 成立時，
03:37
they used data to serve the health needs
of lots of workers at large companies.
of lots of workers at large companies.
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他們用資料來滿足許多
大公司員工的健康需求。
大公司員工的健康需求。
公司成立兩年後，
03:43
And then two years
into the company's life,
into the company's life,
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聯邦政府提出一項提案，
03:45
the federal government issued a proposal
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03:48
to build the first ever
cloud database for Medicaid.
cloud database for Medicaid.
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要為低收入戶醫療補助計畫
建立第一個雲端資料庫。
建立第一個雲端資料庫。
03:52
Now, you'll remember
that Medicaid is that program
that Medicaid is that program
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低收入戶醫療補助計畫
是個服務七千萬美國人的計畫，
03:54
that serves 70 million Americans,
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03:57
our poor, our children
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包括窮人、兒童，
以及殘疾人士。
03:59
and people with disabilities.
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04:02
Nuna at the time was just 15 people
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當時 Nuna 只有十五位員工，
04:06
and this database
had to be built in one year,
had to be built in one year,
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這個資料庫得要在一年內建好，
04:08
and they had a whole set of commitments
that they had to honor,
that they had to honor,
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而且他們還有一大堆承諾需要完成，
04:12
and frankly, they weren't going to make
very much money on the project.
very much money on the project.
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坦白說，這個案子可能賺不了多少錢。
這是個「賭上你的公司」的時刻，
04:17
This was a bet-your-company moment,
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04:20
and Jini seized it.
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而吉妮把握住了它。
04:21
She jumped at the opportunity.
She did not flinch.
She did not flinch.
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她完全不畏縮地撲向這個機會。
為什麼？
04:25
Why?
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她的理由很私人。
04:27
Well, it's a personal why.
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04:29
Jini's younger brother Kimong has autism.
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吉妮的弟弟奇蒙有自閉症。
當他七歲時，
04:34
And when he was seven,
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04:36
he had his first grand mal seizure
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他第一次碰到癲癇大發作，
他倒在迪士尼樂園地上，
04:38
at Disneyland.
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04:39
He fell to the ground.
He stopped breathing.
He stopped breathing.
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呼吸也停止了。
吉妮的父母是韓國移民。
04:42
Jini's parents are Korean immigrants.
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04:45
They came to the country
with limited resources
with limited resources
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他們剛到美國時，資源很有限，
04:48
speaking little English,
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不太會說英文，
因此，吉妮得要幫家人加入
低收入戶醫療補助計畫醫療。
低收入戶醫療補助計畫醫療。
04:50
so it was up to Jini
to enroll her family in Medicaid.
to enroll her family in Medicaid.
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當時她才九歲。
04:54
She was nine years old.
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那個時刻，決定了她的使命，
04:58
That moment defined her mission,
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那使命變成了她的公司，
05:01
and that mission became her company,
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那間公司投標、得標，
並實現了那份合約。
並實現了那份合約。
05:04
and that company bid on, won
and delivered on that contract.
and delivered on that contract.
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05:08
Here's Jini to tell you why.
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以下是吉妮說明為什麼。
（影片）低收入戶醫療補助計畫
讓我的家庭免於破產，
讓我的家庭免於破產，
05:10
(Video) Jini Kim: Medicaid
saved my family from bankruptcy,
saved my family from bankruptcy,
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如今奇蒙及其他數百萬人的
健康依舊仰賴它。
健康依舊仰賴它。
05:13
and today it provides for Kimong's health
and for millions of others.
and for millions of others.
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Nuna 是我寫給低收入戶
醫療補助計畫的情書。
醫療補助計畫的情書。
05:17
Nuna is my love letter to Medicaid.
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每一筆資料都是一條生命，
05:20
Every row of data is a life
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05:22
whose story deserves
to be told with dignity.
to be told with dignity.
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他們的故事應該
要以帶著尊嚴的方式說出來。
要以帶著尊嚴的方式說出來。
05:25
JD: And Jini's story tells us
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約：吉妮的故事告訴我們，
05:27
that a compelling sense of why
can be the launchpad for our objectives.
can be the launchpad for our objectives.
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對「為什麼」有強烈的感受，
能協助我們達到目標。
能協助我們達到目標。
05:32
Remember, that's what
we want to have accomplished.
we want to have accomplished.
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別忘了，那就是我們想要完成的。
05:35
And objectives are significant,
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目標是重要的，
目標是行動導向的，
05:38
they're action-oriented,
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目標能鼓舞人心，
05:40
they are inspiring,
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目標也是對抗模糊思想的疫苗。
05:43
and they're a kind of vaccine
against fuzzy thinking.
against fuzzy thinking.
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你可能認為搖滾明星
05:46
You think a rockstar
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05:48
would be an unlikely user
of Objectives and Key Results,
of Objectives and Key Results,
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不太可能會是
「目標和關鍵結果」的使用者，
「目標和關鍵結果」的使用者，
05:51
but for years, Bono has used OKRs
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但 U2 主唱波諾使用 OKR 多年
05:54
to wage a global war
against poverty and disease,
against poverty and disease,
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來奮戰全球的貧窮與疾病，
05:58
and his ONE organization
has focused on two really gorgeous,
has focused on two really gorgeous,
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他的組織「ONE」
著重兩個很棒且很大膽的目標。
06:03
audacious objectives.
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第一個目標，是替世界上
06:04
The first is debt relief
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最貧窮的國家解除債務。
06:07
for the poorest countries in the world.
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第二個目標，讓全球
都能取得抗愛滋病藥物。
都能取得抗愛滋病藥物。
06:09
The next is universal access
to anti-HIV drugs.
to anti-HIV drugs.
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為什麼這兩個目標很好？
06:14
Now, why are these good objectives?
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咱們先回到我們的核對清單。
06:16
Let's go back to our checklist.
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06:18
Significant? Check. Concrete? Yes.
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重要？打勾。具體？打勾。
06:22
Action-oriented? Yes.
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行動導向？打勾。
鼓舞人心？
06:24
Inspirational?
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咱們聽聽波諾怎麼說。
06:26
Well, let's just listen to Bono.
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（影片）波諾：
你很有熱情？有多熱情？
你很有熱情？有多熱情？
06:28
(Video) Bono: So you're passionate?
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06:30
How passionate?
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你的熱情引導你做了哪些事？
06:31
What actions does your passion
lead you to do?
lead you to do?
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若心無法跟大腦完美地押韻，
06:34
If the heart doesn't find
a perfect rhyme with the head,
a perfect rhyme with the head,
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那麼你的熱情就毫無意義。
06:37
then your passion means nothing.
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OKR 的架構會栽培狂熱，
06:39
The OKR framework cultivates the madness,
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它所內含的化學效應。
06:43
the chemistry contained inside it.
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06:45
It gives us an environment for risk,
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它給予我們一個環境去冒險，去信任。
06:48
for trust,
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在這裡，失敗不是會招致開除的罪過。
06:49
where failing is not a fireable offense.
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06:51
And when you have that sort
of structure and environment
of structure and environment
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當你有那種結構及環境，
06:54
and the right people,
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再遇到對的人，
06:56
magic is around the corner.
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魔法很快就會出現。
講者：我愛他說的。
07:00
JD: I love that.
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07:02
OKRs cultivate the madness,
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OKR 栽培狂熱，
07:04
and magic is right around the corner.
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魔法很快就會出現。
太完美了。
07:07
This is perfect.
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吉妮的例子談到的是「為什麼」，
07:10
So with Jini we've covered the whys,
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07:13
with Bono the whats of goal-setting.
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波諾的例子則是設立目標的「什麼」。
07:15
Let's turn our attention to the hows.
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咱們再來談談「如何做」。
別忘了，「如何」就是關鍵結果。
07:18
Remember, the hows are the key results.
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07:20
That's how we meet our objectives.
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也就是我們要怎麼達成目標。
好的結果明確、有時限，
07:23
And good results
are specific and time-bound.
are specific and time-bound.
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07:25
They're aggressive but realistic.
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有企圖心卻務實，
可被量測，可被驗證。
07:27
They're measurable,
and they're verifiable.
and they're verifiable.
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07:29
Those are good key results.
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那些就是好的關鍵結果。
07:32
In 1999, I introduced OKRs
to Google's cofounders,
to Google's cofounders,
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1999 年，
我把 OKR 介紹給
Google 的共同創辦人，
Google 的共同創辦人，
賴利及謝爾蓋。
07:37
Larry and Sergey.
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07:38
Here they are,
24 years old in their garage.
24 years old in their garage.
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這就是他們，二十四歲，
在他們的車庫中。
謝爾蓋很熱忱地說他會採納 OKR。
07:41
And Sergey enthusiastically
said he'd adopt them.
said he'd adopt them.
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嗯，其實不全是這樣。
07:45
Well, not quite.
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07:48
What he really said was,
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他真正說的是
「我們沒有其它方式來管理公司，
07:49
"We don't have any other way
to manage this company,
to manage this company,
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就試試吧。」
07:52
so we'll give it a go."
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（笑聲）
07:53
(Laughter)
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我把它這視為一種背書。
07:54
And I took that as a kind of endorsement.
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07:58
But every quarter since then,
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但，從那時起的每一季，
08:00
every Googler has written down
her objectives and her key results.
her objectives and her key results.
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每一位 Google 員工都會
寫下自己的目標及關鍵結果。
寫下自己的目標及關鍵結果。
08:06
They've graded them,
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他們會做評分，
08:07
and they've published them
for everyone to see.
for everyone to see.
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並發布給大家看。
08:10
And these are not used
for bonuses or for promotions.
for bonuses or for promotions.
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做這些不是為了獎金或升遷，
那些被放到一邊。
08:13
They're set aside.
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08:14
They're used for a higher purpose,
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做這些是為了更崇高的目的，
08:16
and that's to get collective commitment
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是要取得集體的承諾，
來真正伸展目標。
08:18
to truly stretch goals.
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2008 年，Google 的桑德皮蔡
08:21
In 2008, a Googler, Sundar Pichai,
took on an objective
took on an objective
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承接的目標是要建造
下一代的客戶平台，
下一代的客戶平台，
08:26
which was to build
the next generation client platform
the next generation client platform
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供未來的網路應用使用。
08:29
for the future of web applications --
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換言之，就是建造出最好的瀏覽器。
08:32
in other words, build the best browser.
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08:36
He was very thoughtful
about how he chose his key results.
about how he chose his key results.
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他對如何選擇關鍵結果深思熟慮。
如何量測最好的瀏覽器？
08:39
How do you measure the best browser?
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可能是點擊率或使用者參與度？
08:41
It could be ad clicks or engagement.
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08:43
No. He said: numbers of users,
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不是。他說：使用者人數。
08:47
because users are going to decide
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因為使用者會自己判斷
Chrome 是不是一個很棒的瀏覽器。
08:49
if Chrome is a great browser or not.
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因此，他只有這一個三年期的目標：
08:52
So he had this one
three-year-long objective:
three-year-long objective:
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建造最好的瀏覽器。
08:55
build the best browser.
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08:56
And then every year
he stuck to the same key results,
he stuck to the same key results,
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接著，每一年，
他都堅持同樣的關鍵結果。
他都堅持同樣的關鍵結果。
使用者數目，但他提高賭注。
08:59
numbers of users, but he upped the ante.
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09:01
In the first year,
his goal was 20 million users
his goal was 20 million users
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第一年，他的目標是兩千萬使用者，
09:04
and he missed it.
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但他沒達成。只有不到一千萬。
09:05
He got less than 10.
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第二年，他把目標提高到五千萬。
09:06
Second year, he raised
the bar to 50 million.
the bar to 50 million.
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結果是三千七百萬使用者。
09:09
He got to 37 million users.
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09:11
Somewhat better.
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有比較好了。
09:13
In the third year,
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到了第三年，
09:16
he upped the ante once more
to a hundred million.
to a hundred million.
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他再次提高賭注到一億。
09:18
He launched an aggressive
marketing campaign,
marketing campaign,
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他推出一個很有企圖心的行銷活動，
09:21
broader distribution,
improved the technology, and kaboom!
improved the technology, and kaboom!
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散佈得更廣，改善技術，接著，砰！
09:24
He got 111 million users.
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他達成了一億一千一百萬名使用者。
我之所以很喜歡這個故事，
09:28
Here's why I like this story,
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主要不是因為結局美好，
09:30
not so much for the happy ending,
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而是因為這個故事讓我們看到
09:32
but it shows someone
carefully choosing the right objective
carefully choosing the right objective
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一個人慎重地選擇正確的目標，
且堅持著它，年復一年，沒有妥協。
09:36
and then sticking to it
year after year after year.
year after year after year.
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對我這樣的阿宅來說，
這是個完美的故事。
這是個完美的故事。
09:40
It's a perfect story for a nerd like me.
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我把 OKR 視為是透明容器，
09:44
Now, I think of OKRs
as transparent vessels
as transparent vessels
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09:47
that are made from the whats
and hows of our ambitions.
and hows of our ambitions.
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用我們的野心的
「什麼」和「如何」所打造。
「什麼」和「如何」所打造。
真正重要的是我們
注入容器中的「為什麼」，
注入容器中的「為什麼」，
09:52
What really matters is the why
that we pour into those vessels.
that we pour into those vessels.
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09:58
That's why we do our work.
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為什麼我們要做我們的工作。
OKR 不是銀子彈
（神奇的解決方案）。
（神奇的解決方案）。
10:00
OKRs are not a silver bullet.
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10:03
They're not going to be
a substitute for a strong culture
a substitute for a strong culture
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它無法取代強而有力的企業文化
10:06
or for stronger leadership,
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或是強力的領導，
10:07
but when those fundamentals are in place,
they can take you to the mountaintop.
they can take you to the mountaintop.
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但當基礎都確立了之後，
就能帶你上山頂。
就能帶你上山頂。
10:12
I want you to think
about your life for a moment.
about your life for a moment.
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我想請各位想一下自己的人生。
你有對的度量標準嗎？
10:16
Do you have the right metrics?
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花些時間，寫下你的價值觀、
10:19
Take time to write down your values,
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10:23
your objectives and your key results.
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你的目標，及你的關鍵結果。
10:27
Do it today.
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今天就去做。
10:29
If you'd like some feedback on them,
you can send them to me.
you can send them to me.
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寫完之後若需要些回饋意見，
可以把你所寫下的
可以把你所寫下的
10:32
I'm john@whatmatters.com.
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寄到我的信箱
john@whatmatters.com。
john@whatmatters.com。
想想那些改變世界的目標，
10:35
If we think of the world-changing goals
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10:38
of an Intel, of a Nuna, of Bono,
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如英特爾、Nuna、波諾，
及 Google 的目標，它們都很了不起：
10:43
of Google,
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10:44
they're remarkable:
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10:46
ubiquitous computing,
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無所不在的計算、
10:48
affordable health care,
high-quality for everyone,
high-quality for everyone,
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人人可負擔的高品質健康照護、
終結全球貧窮問題、
10:51
ending global poverty,
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取得全世界的資訊。
10:53
access to all the world's information.
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這樣說吧：
10:55
Here's the deal:
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現今，上述的所有目標
10:57
every one of those goals
is powered today by OKRs.
is powered today by OKRs.
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都靠 OKR 在背後做技術支持。
我被稱為是 OKR 的蘋果佬強尼，
11:03
Now, I've been called
the Johnny Appleseed of OKRs
the Johnny Appleseed of OKRs
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11:06
for spreading the good gospel
according to Andy Grove,
according to Andy Grove,
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因我散播安迪葛洛夫的美好信條，
但我希望你們加入我，參與這運動。
11:09
but I want you
to join me in this movement.
to join me in this movement.
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讓我們為真正重要的事物而戰，
11:13
Let's fight for what it is
that really matters,
that really matters,
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11:15
because we can take OKRs
beyond our businesses.
beyond our businesses.
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因為我們能把 OKR 帶到事業外。
11:19
We can take them to our families,
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能帶到家裡，
11:21
to our schools,
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帶入學校，甚至帶進政府。
11:22
even to our governments.
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我們能要求政府負責，
11:24
We can hold those governments accountable.
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我們能轉變那些資訊，
11:26
We can transform those informations.
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11:28
We can get back on the right track
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我們能夠回到正軌上。
11:34
if we can and do measure
what really matters.
what really matters.
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只要我們能夠
並真正去衡量那些重要的事物。
謝謝。
11:42
Thank you.
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11:43
(Applause)
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（掌聲）
ABOUT THE SPEAKER
John Doerr - Venture capitalistJohn Doerr is an engineer, acclaimed venture capitalist and the chairman of Kleiner Perkins.
Why you should listen
For 37 years, John has served entrepreneurs with ingenuity and optimism, helping them build disruptive companies and bold teams. In 2018, he authored the New York Times bestseller, Measure What Matters, a handbook for setting and achieving audacious goals. Through his book and platform, WhatMatters.com, he shares valuable lessons from some of the most fearless innovators of our time.
John was an original investor and board member at Google and Amazon, helping to create more than half a million jobs and the world’s second and third most valuable companies. He’s passionate about encouraging leaders to reimagine the future, from transforming healthcare to advancing applications of machine learning. Outside of Kleiner Perkins, John works with social entrepreneurs for change in public education, the climate crisis, and global poverty. John serves on the board of the Obama Foundation and ONE.org.
John Doerr | Speaker | TED.com