[hysan]

> I think he understood that what was really important was to get everybody across the organization to focus on essentially one big goal.

I think “focus” is the keyword and am very glad to see this pointed out.

The company I’m at has gone into OKRs thinking that it’ll be some magical, productivity unlocking tool. However, when multiple people asked what the company strategy was and what we were planning to focus on, the response was that they (C-suite leaders) wanted to continue tackling every opportunity. That they think having OKRs will lead to the same workforce being able to tackle more things. It was really weird to try and write OKRs where literally any measurable outcome could be considered success. It wasn’t a surprise when I read the OKRs for other teams and orgs and saw everyone rowing in different directions ¯\_(ツ)_/¯

[collin128]

This was the biggest struggle we had with OKRs, rocks, EOS, etc...

Goals != Strategy and that took a while to realize.

I wish I read Good Strategy Bad Strategy and The 7 Powers first.