> But what use is a system or process that’s so difficult to get right that most organizations fail? I would argue that it is useless.
This is also what extremely difficult but fundamentally important problems look like. Getting clarity about goals across a big organization where every single person has a different conception of the problems it faces is Very Hard. I don't know if OKRs are the right answer, but the right answer will definitely reflect the Very Hard nature of the problem it's trying to solve. Probably the most any methodology can do here is trick you into asking the right questions.
(I think Agile is an entirely different story. But remember that agility is only easy if you have solid developers, and hiring is in general Very Hard, especially for the kind of people who muck up Agile.)
This is also what extremely difficult but fundamentally important problems look like. Getting clarity about goals across a big organization where every single person has a different conception of the problems it faces is Very Hard. I don't know if OKRs are the right answer, but the right answer will definitely reflect the Very Hard nature of the problem it's trying to solve. Probably the most any methodology can do here is trick you into asking the right questions.
(I think Agile is an entirely different story. But remember that agility is only easy if you have solid developers, and hiring is in general Very Hard, especially for the kind of people who muck up Agile.)