OKRs mostly fail in large enterprises; they work in small multidisciplinary teams with a clear remit.

But when companies get big, they get slow and stupid. Not always (maybe) but often (very.) I’ve spent years trying to bring OKRs into large enterprises and I’ll be honest: it doesn’t work most of the time. OKRs work when you have a small multidisciplinary team with a clear remit — basically a small company inside a big one. The moment you’re cross-matrixed, serving multiple stakeholders, depending on eight other teams to get anything done, OKRs become one more hassle in a job already full of hassles.