NPS, specifically, is a hard metric to set an objective against. You can never really separate the stuff you did to your software from all the rest of the stuff

NPS, specifically, is a hard metric to set an objective against. You can never really separate the stuff you did to your software from all the rest of the stuff that happened to your company. And yeah, using tickets as a success metric is gonna produce some incredibly awful behavior as people learn to game the system. Good OKRs are not easy. It’s very hard to come up with good key results that incentivize the right behavior while actually measuring progress towards the goal. It takes quite a lot of skill to do that properly. To me the most important part of OKR’s isn’t really the metrics… it’s the understanding that the team has been tasked with solving some problem without being told how to solve it. The team itself gets to own the solutions that drive the metric. Done correctly it lets everybody on the team take ownership of the product they are working on. It is far better than just being a feature factory that cranks out whatever sales or upper management thinks is a good solution.