[awinder]

I’ve used pseudo-OKRs at the last few places, where there’s basically a bailout option where you just change the OKRs at the end of the year to match what happened (if you were doing well). Depends on what you mean by works/doesn’t work. In my experience performance management is mostly about recording business justification for continued employment, bonuses, advancement, or the negative versions of these. So by that metric these systems definitely work.

[anonymous1111]

The OKR's can be ignored as long as there is "progress", but progress measurement is still very subjective and statistics can be deceptive, so the process often just ends up being the usual game of nepotism. Not hitting OKR's can also allow managers to request more headcount, meaning they are incentivized to make excuses instead of delivering value.