If your small company (150 is small!) has groups that need to work together but have OKRs so orthogonal that they don’t, something is seriously wrong with the OKR implementation or the culture.
That kind of “not my OKR” nonsense shouldn’t happen in a 15,000 person company, let alone a company where everyone’s OKR’s are, what, two steps from the corporate ones?
Some feedback: Telling people "that's wrong" and leaving it at that isn't very useful. These days I try to either say something constructive, or nothing at all.
While I appreciate the feedback, I also subscribe to not trying to diagnose without enough information.
I believe it is accurate and constructive to say a 150 person company with OKRs producing counter-productive outcomes is doing it wrong, at least when replying to someone who seems to believe the problem is with the OKR model.
That kind of “not my OKR” nonsense shouldn’t happen in a 15,000 person company, let alone a company where everyone’s OKR’s are, what, two steps from the corporate ones?