As people get more familiar with the OKR process, it naturally gets more collaborative. In Q3 of 2016, Alex and I wrote the top company OKRs, and the department heads converted some of our key results into their own objectives. We just cascaded them down. In Q4, the two of us still wrote the company objectives, but our team jumped in and KRed them from the top, which was great. They took on a more creative role, and the OKRs got better. Our goals were still stretched, but people felt they were more realistic.
