One of the biggest reasons for failed OKR (Objective & Key Results) implementation is Cascaded OKRs. Cascading means that the business head’s Key Results are taken as the objectives for her direct reports, and then the flow of cascading goes own till the last person in the company. It looks something like this:OKR Cascading
There are 3 major flaws with Cascading OKRs
- If you follow a quarterly OKR cycle, then you end up spending too much time going top-to-bottom.