A few years ago, to help the IT department adapt as Intuit moved to the cloud, Atticus introduced OKRs to his direct reports. The following quarter, he rolled the system down to the director level; the quarter after that, to all six hundred IT employees. He was determined not to force the new process. “We didn’t want bureaucratic compliance,” Atticus says. “We wanted enthusiastic compliance. I wanted to see if the OKR system would succeed on its own—and it really did.”
