Measure What Matters

This book is now my OKr go to book. If your org is considering that technique or are struggling with working in the same direction read this book.

One thing i finally understood, is the use of goals that is too large to be reached or feels that way. As reaching these goals at 75% is still a victory. They are used for direction and not estimation of where we can go. So looking at it as the direction to move towards, not an expectation to reach we can create alignment.
Storytime: When first introduced to such goal it was not explained to me the rest of the goal, the goal fell flat. It did not help that it was expressed in measurements, we had not access to, nor ever been shown to the department.

I always had problems with measured goals (SMART) with timelines as so many assumptions needed to be made. But setting the objective without measure ments then complement them with the key results that carries the target values, and assumptions but are not as set in stone.

I think using OKrs could be a way to create a shared direction in an organisation, without locking in to rigid and slow decision hirakis. I also see that it could be mimicked into a rigid decision hierarki if only the format is Copied but not the way to set the OKrs, losing a lot of the power of OKrs.