in the vast majority of companies I see that are struggling to get any value out of OKRs, the role of leadership is largely missing in action. They literally think that the idea is to let teams identify a set of objectives, and then let them pursue those objectives, and we'll see where we are at the end of the quarter. They think that empowered product teams, and this technique especially, is about less management. But as I've tried to emphasize throughout this book, it's really about better management.
