I couldn't agree more here -- one of the biggest challenges I've faced (only rolling out OKRs to a ~50 person company, with just two layers, so nothing like Goo

I couldn't agree more here -- one of the biggest challenges I've faced (only rolling out OKRs to a ~50 person company, with just two layers, so nothing like Google-scale) was figuring out how to keep the different layers legible. I found the lower layer (team-facing) to be extremely useful, and the CEO-facing layer to be much more difficult. The dream is that you can imbue each employee with a "chain of objectives" that gives their work more purpose and clarity; I read an article on SpaceX that gave a rocket engineer saying something like "SpaceX's mission is to colonize Mars. In order to do that, one requirement is to build reusable rockets. My job is to build <rocket component X> in such a way as to enable cost-effective reusability." Perhaps that was a PR stunt but you can see how an employee with broader business context will be much more effective at making tactical adjustments within their domain of responsibility. In theory it should be possible to make some software to manage OKRs better than a spreadsheet; I looked at https://gtmhub.com/ https://gtmhub.com/ ages ago and didn't find it too useful. Maybe there is a good option now.