链接:http://www.douban.com/group/topic/53593856/
1,Objectives are ambitious, and should feel somewhat uncomfortable.
目标要具有野心,并且有一定的难度(由个人和公司共同选出)。2,Key Results are measurable, they should be easy to grade with a number.(at Google we use a 0–1.0 scale to grade each key result at the end of a quarter)
关键性结果要明确,并且能够以简单的数字进行量化。(谷歌每个季度末都会用0‐1分来对每一个关键性结果打分)
3,OKRs are public, everyone in the companys hould be able to see what everyone else is working on. (and how they did in the past)
OKR的成绩及结果是公开的,这有益于公司内所有人能够知道每个人的下一步工作是怎样的,以及每一个人过去都做过什么,这有利于在实行某个项目时,找到更合适的人。
4,The “sweetspot” for an OKR gradeis .6–.7, if someone consistently gets 1.0, their OKRs aren’t ambitious enough. Low grades shouldn’t be punished, see them as data to help refine the next quarter’s OKRs.
谷歌“最佳”的OKR分数在6‐7之间,如果某人只拿到1分,那么他OKR订的目标显然是野心不够的。但是低分数的人也不应该受到指责,而是应通过看他工作上的数据,帮助他改进下一季度的OKR目标