Sure, OKR's can help keep multiple teams aligned on business and product goals. And that's an advantage that's too big to ignore. But the problem with OKR's is too often, they're handed down by well meaning people multiple levels removed from the day to day software development work. There can be a lack of ground truth. But too often they miss the bottom-up intelligence, creativity, and engineering needs that comes from the people who work on the product day to day. It's also important not to load your product roadmap into OKR's and call it a day, or else you'll end up with teams of people who check boxes and software that barely makes it out of the driveway. Personally, I would encourage a reflection period after each series of OKR's. Not to just discuss outcomes amongst the senior leaders, but to collect intelligence on the ground, talk to devs, talk to users, talk to support reps, and decide what really should be the priority. But hey, what do I know I'm just a person who's comment you're reading.