Cascading OKRs: We can do Better

The article discusses the limitations of cascading OKRs (Objectives & Key Results) within organisations, suggesting that while alignment through OKRs is appealing on paper, it can often lead to inefficiencies and a lack of true interdepartmental collaboration. It argues that organisations should focus on how different departments enable each other rather than just adding up results, highlighting the need for OKRs to reflect a company's unique strategy. Rather than rigid goal setting, the article suggests OKRs should support strategic alignment, encouraging departments to tell a story of how their objectives contribute to achieving broader goals.

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