Most organisations do not fail because of poor strategy. In fact, strategy formulation has become increasingly sophisticated. The real challenge lies elsewhere: execution at scale. According to Harvard Business Review, fewer than 30% of executives believe their organisations are effective at executing strategy consistently. Similarly, the Asana Work Index reports that only 16% of knowledge workers clearly understand their company’s priorities. This disconnect between intent and action is precisely why Objectives and Key Results (OKRs) have moved from Silicon Valley experimentation to mainstream executive practice. OKRs: Not a Goal-Setting Tool, but an Execution Discipline OKRs are often introduced as...