This approach yields good, if imperfect, OKRs while advancing real management: pushing teams beyond comfort to learn, improve, and explore—driving meaningful transformation and unlocking organisational value.
Managers often fail to build autonomous teams,keeping themselves in a job to solve for problems which should have long since been put behind the organisation.
These are words we use often in an organisational context, but words that are seldom discussed; and when discussed, often done so opaquely or inaccurately.
