The Problem with OKRs Isn’t OKRs
Read OriginalThe article critiques the common misapplication of OKRs (Objectives and Key Results) in technology and engineering teams. The author, drawing from experience at Datadog and his own startup Mergify, argues that OKRs often devolve into a performative, box-ticking exercise that fails to connect work to real outcomes. He suggests that for many product and engineering teams, a clear, simple plan focusing on what to ship, why it matters, and how to measure success is more effective than the overhead of perfecting OKRs.
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