I don't think meetings or OKRs are inherently bad, I have worked in organisations where these kinds of things are actually done well. Equally no OKRs and no meetings can be fine as well.
Where the problem exists is when the systems and processes business use start to become calcified into the organisation's way of working, and compliance is used to control the work people do.
RACI, RASCI, DACI as an example are all fine mental models for thinking about how people or teams should work on a project. But if I'm planning a project and propose a DACI, and then my project ends up getting derailed because some other manager thinks we should use a RACI instead it's probably game over.
Where the problem exists is when the systems and processes business use start to become calcified into the organisation's way of working, and compliance is used to control the work people do.
RACI, RASCI, DACI as an example are all fine mental models for thinking about how people or teams should work on a project. But if I'm planning a project and propose a DACI, and then my project ends up getting derailed because some other manager thinks we should use a RACI instead it's probably game over.