You are hitting on an important and difficult aspect of OKRs. Getting the alignment between what you can affect (the leading indicator) and what the outcome is (business value).
It's not an exact science. You can make pro and con arguments against different things that could conceivably be measured. This is where experience and strategic thinking help.
You can always come up with a risk or a reason why a particular measurement won't affect the desired outcome. You will be more right on some and less right on others. However, throwing out the entire OKR approach because you can not be sure is not correct either.
It's not an exact science. You can make pro and con arguments against different things that could conceivably be measured. This is where experience and strategic thinking help.
You can always come up with a risk or a reason why a particular measurement won't affect the desired outcome. You will be more right on some and less right on others. However, throwing out the entire OKR approach because you can not be sure is not correct either.