I also agree with this. I’ve been at growing companies that lacked processes like OKRs and then adopted them. The reason they crop up is to organize the chaos of hundred person teams.
On a 30 person team you’re constantly talking to everyone and don’t need an overarching framework. As you get to 300, teams may do duplicate or incompatible work. There is too much going on to follow unless you start getting a more formal process in place.
On a 30 person team you’re constantly talking to everyone and don’t need an overarching framework. As you get to 300, teams may do duplicate or incompatible work. There is too much going on to follow unless you start getting a more formal process in place.