Management by objectives

The whole point of OKRs in practice is being really deliberative about seeing that they ladder up and align, right? with the strategic objectives of the company.

And I will emphasize without doing a deep dive on OKRs, the main difference between OKRs versus MBOs and a lot of the other seemingly superficially similar methodologies is it isn't a cascade from the top down onto the goals deposited upon the employees.

The philosophical difference that makes OKR so much more effective in practice is that the people in the organization are really engaged in the conversation and defining objectives that ladder up to the strategy of the product, the business unit, the company.

It's not unsupervised, but And they're taking accountability because they're creating or defining the goals and understanding deeply how it fits into the organization's strategy.

You're going to have a hell of a hard time in a very busy market that's getting disintermediated like every week.

And so once you've got clear about who you are and what you want to do, then so what's your theory of action? How are you going to drive value into the whoever your stakeholders are? I would then go to good old Peter Drucker, founder of Management by Objectives, culture eats strategy for breakfast.

Or to say culture eats strategy for breakfast, lunch, and dinner, and sometimes even snacks.

Because you can easily imitate somebody else's strategy, but it's really hard to... fake or imitate the culture.