> All of them set a hierarchical pyramid of OKRs that cascaded down, rather than a set of OKRs that worked bottom-up, even if the company wasn’t in a crisis and would have benefited from promoting innovation.
Maybe I've only worked companies that do OKRs wrong, but I can't imagine what the bottom-up version of this would even look like. Individual teams pick their own OKRs, and then the exec above that looks at all of the OKRs that their various teams have decided on and then summarizes them in some way as their own OKRs after the fact?
Maybe I've only worked companies that do OKRs wrong, but I can't imagine what the bottom-up version of this would even look like. Individual teams pick their own OKRs, and then the exec above that looks at all of the OKRs that their various teams have decided on and then summarizes them in some way as their own OKRs after the fact?