The reality of OKRs (or Rockefeller Habits or any other company wide framework for establishing priorities and goals,) is that by going through the exercise of trying to create them across the company, you often discover that there are meaningful disconnects in how teams are prioritizing work or how teams function vs how other stakeholders in the company believe those teams are operating. The real value comes from diving deeper into understanding those things. However, companies often view those as annoyances and find a way to plow the goals through while completely missing that learning opportunity.