He wouldn't have had to resort to complex modes of influence, that's for sure. It's very scary that we've gotten to the point where people are claiming to "protect democracy" by proposing to allow institutions controlled by incumbent politicians to regulate who is allowed to say what in the lead-up to elections.
A less cynical take is that communicating consistently the priorities and tradeoffs the company wants to make as they get larger is a hopeful use of OKRs.
In small teams/companies “the right thing” can be obvious and the team can operate in a shared headspace with low cycle time to discuss and decide tradeoffs when they arise. This gets really problematic at scale.
Now back to the cynicism — it’s also tricky when you want to hide the ball and make teams feel ok about doing bad things: make time spent go up is the goal, who cares if there’s addiction along the way.
I just fundamentally don't believe that most people in most companies have an understanding of the company's priorities that is worse than what an OKR encodes. In fact, my experience is that most people in larger companies believe, and are correct in believing, that they are forced to intentionally make worse decisions because better decisions have negative impacts on their measured performance.
I've been part of an extremely effective 200 people company that got acquired by a 4000 people company. We all understood why we were acquired, we built a platform that solved a fundamental problem the larger company had.
After the acquisition, this larger company's OKR and measurement system was implemented for our teams.
We initially all ignored the system and went on as usual, starting to implement our platform. Initially, things went well, we made steady progress and started migrating legacy projects to out platform.
Then, the annual stack ranking firings happened. Some of our best engineers were fired. Seeing this, many other top performers started looking for jobs immediately. The ones that got hired elsewhere started poaching even more top performers. The ones left started playing the numbers game to avoid being fired.
Within a year, most people went from trying to solve the larger company's problem to optimizing their numbers. Within another year, the platform initiative had completely failed and was abandoned, with most of the remaining people being fired or integrated into other teams.
that was the end result the company wanted. they bought out a competition and didnt intend to mometize it. so the engineers working on improving the acquisition were doing the opposit of what the buying company wanted
Tried metformin as part of a Hims package and cravings went away quickly.
I’ve wondered about ongoing use since they push other drugs as part of their cocktail of weight loss drugs, but not gone down the rabbit hole on dosing and maintenance plans.
The broader issue with GDPR is the benefit it gives incumbents over startups.