This. There is a heavy lifting issue hiding behind using OKRs as a tool: you need to build an organization that is able to held teams accountable, and has a wo

This. There is a heavy lifting issue hiding behind using OKRs as a tool: you need to build an organization that is able to held teams accountable, and has a working escalation chain. The prerequisite for OKR is that your organization is driven by objectives which cascade from C-level down to teams, and then all the way back via feedback loops, instead of VPs and directors micromanaging every link of the chain on the go. Drive-by style of objective setting, when things get randomly thrown at random teams, is another problem that needs to be resolved first. Your OKRs will fail without building this kind of management culture. And you’ll be surprised how many orgs are not working that way, and insane amount of resistance people in the org have when you try to implement these (logically efficient) practices.