Now, as different teams start to fill out how they’ll support this top-level goal... as you go deeper and deeper, you start to see OKRs like this one:
Increase average design systems usage from 39% to 42%. It’s technically measurable and good and everything, but I look at that and don’t really understand what the team is trying to do.
In fact, it’s probably one of those OKRs where someone on the team isn’t thinking about it every day, or every week. And just something you measure at the end of the quarter and hope you hit the metric. And if you don’t... maybe you get a slap on the wrist but it doesn’t even feel existential to the business.
I think these are the kind of OKRs that cause people to lose trust in the OKR system.