While OKRs have been adopted by companies all over the world now, that wasn’t the case when I first encountered them in 2011 at Zynga. Back then, Zynga was a start-up trying to change the world by connecting people through games. I can only speak to the time I worked at Zynga, but while I was there it was one of the fastest growing company in the valley. Like any company, it had its dysfunctions, but I vividly recall how good Zynga was at accomplishing its goals and how it constantly got smarter as an organization.
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OKRs enabled Zynga to focus many disparate “studios*” on what was really important to the company as a whole, empowered those studios to make their own choices on how to realize that strategy and enriched the company with proprietary information that fueled unprecedented growth. How did Zynga find OKRs? The framework of what would eventually become Objectives and Key Results came from Intel, where Andy Grove implemented Peter Drucker’s Management by Objective system. John Doerr, former Intel executive and now partner at Kleiner Perkins, evangelized OKRs to all the startups he invested in, including Google and Zynga. Both companies embraced the system and used it to unify and energize their companies. Many more companies have adopted OKRs, such as LinkedIn (who adopted OKRs after I had moved on) and General Assembly (where I taught in 2013.) OKRs have been an effective accelerant to their growth.
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Over the last six years I have used OKRs in both my professional and personal life with great results. #Half life opposing force redux professional# When I quit Zynga I was burnt out physically and mentally. Today I am a bestselling author and I have my dream job teaching in Stanford’s computer science department. OKRs work if you are a person or a company. When I first left Zynga, I advised startups. I found again and again start-ups struggled with a painful and potentially deadly lack of focus. #Half life opposing force redux professional#.
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