In my experience managemant roles set the OKRs in a closed circle, without feedback from technical employees and then things like reliable infrastructure are underestimated or forgotten. Once OKRs are set, they are set in stone, because management roles are too busy to come together again and additionally include engineering roles in the decision making process. Instead just put more pressure on engineering.
This kind of thing easily destroys great team dynamic and makes people change from getting work done to meeting target metrics, even if they only game them. This can lead to good and essential people quitting and the downfall of the company.
I think this is an attribution error. The issues you list are a function of management style, not of OKRs. Any management technique is very dependent on management not behaving pathologically.
This kind of thing easily destroys great team dynamic and makes people change from getting work done to meeting target metrics, even if they only game them. This can lead to good and essential people quitting and the downfall of the company.