The way I've seen OKRs work so far was always the same:
Top management defines a strategy for the company.
Each department (commercial, marketing, product, etc.) create department OKRs from the company OKRs.
The year/term starts.
Each department comes to the implementation teams (product, IT, BI, support, etc.) with a HUGE list of poorly defined objectives or tasks.
The implementation teams only have limited capacity and can only deliver maybe 15-20% of what everyone wants. No one actually thought of checking if the objectives have any reasonable possibility of being delivered at all during the term.
Optional drama to decide what's going to be actually worked on might happen.
When the term ends, and if communication isn't a disaster between the departments, some MVPs are delivered.
A new term starts, and either the previous objectives are continued, or they're simply forgotten in favor of new ones.
Rinse and repeat.
edit: formatting and typo.
Top management defines a strategy for the company.
Each department (commercial, marketing, product, etc.) create department OKRs from the company OKRs.
The year/term starts.
Each department comes to the implementation teams (product, IT, BI, support, etc.) with a HUGE list of poorly defined objectives or tasks.
The implementation teams only have limited capacity and can only deliver maybe 15-20% of what everyone wants. No one actually thought of checking if the objectives have any reasonable possibility of being delivered at all during the term.
Optional drama to decide what's going to be actually worked on might happen.
When the term ends, and if communication isn't a disaster between the departments, some MVPs are delivered.
A new term starts, and either the previous objectives are continued, or they're simply forgotten in favor of new ones.
Rinse and repeat.
edit: formatting and typo.