The list of pains can go on, but is there a solution? Of course, there's no universal recipe, and often the answers are obviously hidden in the problem's description - engage top management, review the reward system, etc. But you can also go back to the beginning and explore the question - why does this company need OKR, for what and where is it appropriate.
OKR is a tool for implementing strategic changes. That's why it's essential for top management to at least define and communicate a clear strategy and direction of changes to employees. But it's also important to understand that changes vary.
In practice, such degrees are often conventionally distinguished:
- Run - current activity, possible linear growth of quantitative indicators, improvements, optimization of familiar activities.
- Easy change - simple changes where there's a clear action plan, best practices, examples of similar successful changes in other companies, predictable results.
- Hard change - significant changes, creating something new where the end result isn't entirely clear because there are no such implemented examples from other companies. However, the company's business model remains the same.
- Disrupt - such innovations that make previous practices obsolete. Typically, the company's business model is transformed.