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Some organisations do not merely fail to develop judgement in the people they appoint. They select against it—and in a culture where everyone first-names the chief executive, the selection is almost invisible.
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The remedy for a shortage of judgement is not a course in judgement. It is to rebuild the conditions in which judgement is exercised—and to pay the political price of doing so.
Across seventy-five minutes on OKRs, my guest never once blamed the instrument. On Drucker's forgotten half-phrase, the decisions nobody takes, the arithmetic of slack, and why a target for missing targets is still a target.
My guest this week is Tim Newbold, founder of OKR Quickstart, who has spent a decade watching goal-setting frameworks meet real organisations, and who argues that when they fail, the fault is almost never in the framework.
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