Measure by objective is a term coined by Andy Grove at Intel and taught to and popularized by John Doerr. The notion is simple: we should be creating goals that groups or teams can collectively work towards.
Critical in the process is understanding what we intend to achieve. Ultimately, these are the objectives we set. However, if we are not specific, they can begin to be nebulous. And why do we want vague goals? The reason may be that we are uncertain about what we intend to accomplish, and hence, unclear works well. On the other hand, when we are deliberate and thoughtful, the objectives minimize obscure thinking and reduce needless and wasteful actions. At no point should the goals be about the quantity we have, but rather the quality of our ones.
Similarly, defining key results can be difficult. Nevertheless, they are the benchmark against which we measure our progress and performance. Key results keep us on track and help maintain the focus of our efforts. These results, which could be three to five per objective, are time-bound and should be measurable and verifiable. These measurements may roll over into subsequent years, significantly if the goals are associated with sustainability and growth and evolve as the work refines.
When we invest in developing the objectives and understanding the intended outcomes, we find that the actions required to achieve the results are more apparent. In addition, being deliberate in planning should lead to better coordination of activities across the entire organization, working towards the most important goals. When we continue to be less clear on our objectives and do not get the well-defined results we seek, or even worse, do not track them, we should be asking ourselves what we are planning for, and why we undertake the process.
