They tied them to compensation increases and then tied that to zero.
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Intel’s implementation of OKRs can’t be taken seriously since we tied them to compensation. That goes against all industry wisdom and experience. But somehow our management thought they knew better. Intel arrogance.
I was trapped in a never ending cycle of writing OKRs about my own OKR work until that was the only work I was doing. That led to two back-to-back promotions. I wrote a book about it and started my own consulting business.
SLRP, OKR, IMBO - whatever. Cr-p will remain cr-p no matter how it's cooked.
OKRs actually work well when the highest level objectives are sound and all employees take it seriously. Intel touts too many top-level objectives that are just fluff, like most anything related to D.E.I. Some groups are even worse with things like Wellnomics compliance OKRs or recognition quotas (not anymore).
Then you've got the problem of employees not taking it seriously. It's not just individual contributors, but managers who need to set clear and measurable objectives _before_ their subordinates can.
But have your written a KR to show that the objective is a joke for quarter?
It's a waste of time, but serves a purpose, because many managers don't have a clue what their subordinates actually do.
OKR is rubbish and wasting time