We created company OKRs for people instead of matching people to our OKRs—we had it backward. Some objectives were too narrow, others too nebulous. If an HR manager got stuck trying to connect to the high-level goals for product or revenue, we’d add a top-line objective just for that person. Soon we had a cornucopia of company OKRs, but what really mattered at MyFitnessPal? We’d lost the forest for the trees.
