- Can introduce a lot of flailing around
- Nothing happens as a result of OKRs
- They're not magic.
- Red flags:
- OKR all the things; all metrics become an OKR
- OKR doesn't give direction (eg. increasing revenue vs going to a
new market)
- Quant objectives (something you'd like to happen)
- Make them Key Results instead
- Output based Key Results
- No ability to steer or make decisions
- Except when the output is the point
- Top down OKRs
- Individual OKRs
- Will either miss it and do better work for team level
- Or do it and miss the top level objective
- Fine for personal development
- Changes every quarter
- Nobody actually uses the OKRs
- Should be used on a daily basis
- Goodhart's law (measure becomes the target)
- Tools first
- OKRs are for strategy deployment
- Escaping the build trap
- Right level of goals and objectives to actually act
- The teams have to set the Key Results:
- align rather than cascade
- Retrospect on the OKRs
- Run pre-mortems
- Explore different alternatives
- Whiteboards & Spreadsheets first
- OKRS are strategy deployment
- Lead the organization to things that the org wants to do