"the most important orders are the ones to which a company says 'no'."Dizer não, implica ter um critério de escolha.
“It is our choices . . . that show what we truly are, far more than our abilities” (J. K. Rowling)
“Measuring what matters begins with the question: What is most important for the next three (or six, or twelve) months? Successful organizations focus on the handful of initiatives that can make a real difference, deferring less urgent ones. Their leaders commit to those choices in word and deed. By standing firmly behind a few top-line OKRs, they give their teams a compass and a baseline for assessment. (Wrong decisions can be corrected once results begin to roll in. Nondecisions—or hastily abandoned ones—teach us nothing.) What are our main priorities for the coming period? Where should people concentrate their efforts? An effective goal-setting system starts with disciplined thinking at the top, with leaders who invest the time and energy to choose what counts.”Na empresa desta reunião só pretendem sistematizar um conjunto de indicadores. Identificámos os clientes-alvo e o que procuram e valorizam. Daí seleccionámos um grupo de indicadores.
Fica a faltar ser puxado pelo futuro, fica a faltar deixar a postura do gestor para abraçar a do líder que já viu o futuro e quer puxar a empresa para lá. Uma coisa são indicadores para termos uma noção fundamentada se estamos a cumprir ou não os níveis de desempenho considerados normais. Outra coisa é mudar o status-quo.
Excertos de: Doerr, John. “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs”. iBooks.
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