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OKRs ≠ Strategy
Your OKRs don’t live in a vacuum.
Yet this is exactly how I see many organizations treat their OKRs.
They jump on the bandwagon and create OKRs void of any context.
Here’s what I see all the time…
Alignment through OKR’s and Hypotheses
When you start to scale and have multiple products and/or teams, alignment becomes paramount. The general trap is to try and control things to stop misalignment from happening by adding many layers of bureaucracy. This stifles creativity, does very little to keep your people motivated and usually degrades team velocity.