That's why as a manager I always set my teams okrs to be aligned with whatever crap business is going to place in the scrum stories.
I've seen tech OKRs that are things like "reduce tech debt" or "decrease loading time" or "reduce downtime" but without hard tangible stories in sprints, it's just wishful thinking.
It doesn't, but it is still done. A friend of mine who worked at IBM told me that they had "quarterly goals" that were stuff like "learn a new language" or "improve testing" or any other utopian idea, but their week-to-week sprint stories were completely perpendicular, so at the end of the quarter during the performance review the only people that achieved some of their goals were the ones that stayed to work on evenings and weekends (extra time) to do something related to their goals.
I've seen tech OKRs that are things like "reduce tech debt" or "decrease loading time" or "reduce downtime" but without hard tangible stories in sprints, it's just wishful thinking.