The Delusion of OKRs
<p>I have to confess that I am guilty of asking these questions myself in my career. I was so excited to read "<a href="https://www.whatmatters.com/" rel="noopener ugc nofollow" target="_blank"><em>Measuring What Matters"</em></a> by John Doerr. It felt like a real gift when we had just founded our organization. And over the past 3 years, OKRs have forced us to plan, prioritize objectives and create clarity and transparency in goals and roles. However, truth be told, we rarely succeeded in closing them on time or using them on a day-to-day basis to determine our path. While this is admittedly our leadership failure, we also found that the 'key results' we articulated became outdated too quickly. Our work (and life) was emergent and collaborative in nature, and we found ourselves constantly changing the key results. There were too many dependencies. </p>
<p><a href="https://rohininilekaniphilanthropies.medium.com/the-delusion-of-okrs-c3c1171128ba"><strong>Read More</strong></a></p>