The Case Against Treating Outcomes as the Only Good Key Results

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Should key results measure outcomes or outputs? This essay argues that outcome-only OKRs can hide the work, weaken learning, and reduce shared understanding.
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When the stakes are high, our objectives all of the sudden are serious. We set great key results that look like wishes. And we keep on pushing our teams to "just solve the problem". The real problem is that we keep on hiding what we do, how we do, and why we do, we keep on forcing our culture to look professional, pushing us towards learning in retrospect and oriented to trial and error. Let's call the fathers of OKR to rescue the essence of it: Key Results are meant to start the conversation about how to close the gap.