I am curious about your perspective. I work in a large-ish company (few 1000s people), I am managing ~25 people and this is the first organization where I used

I am curious about your perspective. I work in a large-ish company (few 1000s people), I am managing ~25 people and this is the first organization where I used OKRs. I found them pretty worthless myself, and for similar reasons as the OT. Fundamentally, OKRs only make sense if your organization is focused on outcomes, not on output. And underlying that, that's really about the culture in your org. It requires a good executive and sr management team to actually cascade the OKR into non direct financial terms. E.g. if your product objective is to increase retention by X, how do you translate this into a strategy ? Also, OKRs don't make much sense if product/engineering are run separately. This is still extremely common outside of tech companies. The cascading, which I considered as one of the most fundamental difference compared to traditional management by objective, is often a productivity killer, because 2. If you do OKRs every quarter, and you have 3-4 levels to cascade to, you're gonna get your OKRs end of first month, which means you realistically only really have 6 weeks left in your quarter. Finally, Measure what matters, I don't understand that book. I found it completely worthless as an Eng. Manager, with absolutely 0 actionable insight. It could have been 5 pages. The famous example of a football team is the only example that actually has enough details to explain things. On similar topics, high output management, or even hard things about hard things, were much more useful for a middle manager like me.