Summary: OKRs (Objectives and Key Results) are often misused, devolving into a focus on output rather than strategy. Organizations need to take management by output seriously and recognize that output alone does not guarantee achieving objectives. The correlation between output and outcome is not always strong, and organizations should shift their focus to the behavior changes that generate business value. Agile methodologies should prioritize outcomes over output velocity and organizations should use OKRs to drive experimentation and prioritize work that moves them closer to their objectives. Teams should focus on solving target problems and validating outcomes rather than committing to unvalidated output. By shifting the focus to achieving business results and improving effect sizes, organizations can make smarter bets.
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