OKRs have become a popular way to connect strategy with execution in
large organizations. But when they are set in a top‑down cascade, they
often lose their meaning. Teams receive objectives they didn’t help
create, and the result is weak commitment and little real change.
Paulo Caroli describes how
high‑performing teams can work in another way. They define their own
objectives in an organization that uses a collaborative process to align
the team’s OKRs with the broader strategy. With these Team OKRs in place,
they create a shared purpose and become the base for a regular cycle of
planning, check‑ins, and retrospectives.
