OKRs should be tightly integrated between individuals, teams, groups and company
Leaders should spend most of the time setting goals and measurements, instead of on execution
The process starts too late and takes too long
This becomes a death spiral with project deadlines
OKRs aren't fully committed to
You might be already working on something that is not aligned with OKRs and convince yourself that is also very important
There are no real consequences for failing OKRs
Just write new OKRs or push them to the next quarter
==Goals should be the last thing you consider, identify the high levels of the stack clearly articulated such that the goals make sense and measure progress towards a strategic outcome==
Strategy is the overarching direction the company is moving towards, they are not goals