Based on my experience working at Intel (a long while ago now, during the BK days, but even then the trajectory was obvious), I don't think OKRs are the root ca

Based on my experience working at Intel (a long while ago now, during the BK days, but even then the trajectory was obvious), I don't think OKRs are the root cause here. Like all such management strategies, OKR can be done well, where it's a benefit all around, or badly, where it's the opposite. I didn't have a poor experience with how Intel did it. I think Intel's problems boil down to a combination of them not being able to adapt to a market that was changing faster than they can, of bad bets they made resulting from them not understanding the new world they found themselves in, and just plain poor management. I also see a parallel with Intel and Boeing, in the sense that Intel upper management shifted away from prioritizing good engineering.