The biggest internal friction of the enterprise, the biggest cost waste, is that we are very serious and hard to answer a wrong question, launched a bunch of correct answers, Google's OKR right, there is no topic in front of it, he is directly from the purpose, but I want to challenge it, if our purpose itself is a secondary contradiction, not a major contradiction, why are we very serious about doing an OKR? So I think the prerequisite for doing OKR, more should be to do a thing in front, is what you have to do first, what is not, why, the team must first reach an agreement, and then you can do it, the goal and the key result this is my understanding of OKR, you can also retain personal views, if the intention is not good, the main contradiction is not less new guests, but the loss of old customers a lot, why should we go to the meeting? Very seriously invested a lot of money, resource personnel to do the expansion of new guests, this is not the main contradiction, this is contrary to the principle of problem definition, there is no insight into the most important essential problem behind the problem, so Peter Drucker said, there is nothing better than answering the wrong question correctly, for a company. It is more dangerous for managers.