My current company employs the OKR method. The following points related to my experience with them. There are definitely some good points to them. OKRs manage

My current company employs the OKR method. The following points related to my experience with them. There are definitely some good points to them. OKRs manage to delegate company-wide tasks down to their appropriate departments and individuals/groups that will tackle them. They also can be a pain. We set our OKRs every quarter, having to base our work for the next 3 months off from predictions–what we (our boss and board) want to accomplish, what [we] think will be important in the future–and are locked into working based on those predictions for a whole quarter. They also don't account for your individual tasks, but your "company vision" goals. So if your job mainly deals with day-to-day tasks, and you are given OKRs from management, then you are now burdened with the work of 2 people. The article also states > OKRs are not synonymous with employee evaluations. The unfortunate thing is, OKRs make a great shortcut to grading employee performance. For example, in lieu of an annual bonus, our company sets a max-cap bonus amount and divides it by 4 (one for each quarter). If you hit 1.0 (100%) every quarter, you get all of your bonus. But then there is the threshold certain companies put on an OKR, where if you don't make a certain grade, you don't receive anything. So if you hit .75 you squeak by and get 75% of your 1/4 of the bonus. But if you hit .74 then you receive nothing. And if this happens during Q4, then your version of a Christmas bonus has evaporated (along with that employee's morale). I do think OKRs are a handy tool. But I also think it depends on the kind of company (or more importantly, the kind of leadership) you work for. If your company has clear goals, and your CEO and board have a good vision for what the company is, and where it wants to be, then it definitely will help steer everybody forward together.