This put my thoughts on OKRs into words better than I ever could. At my last two companies, I've been beating the drum that the closer to an individual level you get the less useful OKRs are. The backward process of, "we know what we are going to do, how to we make it fit the OKR formula" drives me insane.

Personally, I actually like OKRs at the organization or large sub org level. I think they are great at getting everyone moving in the same direction and letting everyone know what matters. My problem is that as you drill down into an organization you need to switch from the "Why are we doing this?" and "What are we measuring?" questions and instead as "Exactly how are we going to do this?" which doesn't really fit into the ORK structure. Personally, I find that once you get down to a group of about five people or less, creating a list of tasks is far more affective than OKRs.