OKRs are as much a way of embedding systems and processes that support performance and as goal format that means you need to write Objectives and Key Results in a specific format.
OKRs can be difficult and in some cases OKRs fail altogether. For those who get it right, OKR can be powerful on performance. If you are going to implement OKR, you will be motivated want to do these things:
If these are not things you value, are things you’re already really good at, or don’t think you want to do, then don’t choose OKRs. You will end up using them in name only. You will stop using them, and worse of all, you’ll replace them with nothing.
A practical guide for C-Levels to optimize strategy, OKRs, people and company culture to create a step-change in performance.