[majormajor]

In a small company that's relatively straightforward. In a small company you often will even be doing "decide what you want and measure progress against it" without putting a fancy name on it, though.

In a larger company the problem is connecting "person over here's day to day work in a thousand-person org among other orgs" with "CEO's goals for the year." And now you've got people problems that are harder to solve than "just get together and debate them" because it's near-impossible at that size not to have politics, and some people working in bad-faith because they're prioritizing personal objectives over company ones, etc. No need to over-complicate except for human nature.

The usual problem a startup hits of bringing in a big-company guy is that some of these execs have never seen the tools they like (whether it's OKRs or Agile or "make documents for proposals") outside of the context of the big company bureaucracy and politics and then they don't know how to implement them lightly and they end up bringing all the bloat with them which creates more politics than before.