I've only done them at one place over 1 year but they're easily among the worst things to come out of the Silicon Valley cargo-cult school of management. The r

I've only done them at one place over 1 year but they're easily among the worst things to come out of the Silicon Valley cargo-cult school of management. The root problem is that what works for the front-page of the internet who have a firehose of money and millions of users probably doesn't work for a pre-PMF start-up or B2B product. Primarily there's insufficient 'pressure' in any metrics to derive any meaningful signal from any changes a small group of developers can make. Any metric you can derive is way too noisy and spread over sales, marketing and development. Sure, Gmail can change the location of the Compose button and measure the change in emails started with high reliability, but when your feature has at most 5 users and takes 2 months to deliver the impact is far less clear. I felt in the company using OKRs we had one C-level person who was incredibly enthusiastic about them but with only 10 developers we'd have been far better served by a unifying vision and shared product understanding.