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Measure what matters : how Google, Bono, and the Gates Foundation rock the world with OKRs / John Doerr.

By: Contributor(s): Publisher: New York, New York : Portfolio/Penguin, [2018]Description: xiii, 306 pages : illustrations ; 22 cmContent type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISBN:
  • 9780525536222
  • 0525536221
  • 9780525538349
  • 0525538348
Other title:
  • How Google, Bono, and the Gates Foundation rock the world with Objectives and Key Results
Subject(s): Genre/Form: DDC classification:
  • 658.4/012 23
LOC classification:
  • HD30.28 .D634 2018
Other classification:
  • BUS041000 | BUS025000 | BUS071000
Online resources: Summary: "In the fall of 1999, John Doerr met with the founders of a start-up he'd just given nearly $12 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world, or even survive, Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They had to know when to pull the plug on losing propositions, to fail fast. They needed timely, relevant data to track their progress--to measure what mattered. Doerr introduced them to a proven approach to operating excellence--Objectives and Key Results. The rest is history."--Jacket.
Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
BOOK BOOK NCAR Library Mesa Lab HD30.28 .D634 2018 1 Available 50583020008433
Total holds: 0

"With a foreword by Larry Page"--Dust jacket.

Includes bibliographical references and index.

"In the fall of 1999, John Doerr met with the founders of a start-up he'd just given nearly $12 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world, or even survive, Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They had to know when to pull the plug on losing propositions, to fail fast. They needed timely, relevant data to track their progress--to measure what mattered. Doerr introduced them to a proven approach to operating excellence--Objectives and Key Results. The rest is history."--Jacket.

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