April 30, 2026
It’s been ten years since “Radical Focus” was published, which precipitated a wave of OKR adoption in the software industry. In that time, it has spread to pretty much all software organizations I have been in contact with.
I have sometimes used the OKR practice as an example of magical pixie dust solutions coming out of Silicon Valley. It’s something that we sprinkle on top of our work in order to achieve a desired outcome. We read the promises and the positive testimonies from companies that have achieved great success, adopt the practice, and hope for the best.
Many organizations struggle with prioritization, and so the prospect of “radical focus” sounds tantalizing. But does it work? What has the effect been?
We ought to know by now. As an industry, we have spent significant time and effort on trying to implement OKRs. Has it delivered on its promise? Have the organizations that have adopted OKRs achieved that razor-sharp, radical focus yet? Or are things more or less the same as before?
I don’t have any numbers, but I know what my personal experience and gut feelings tell me. But I would like to ask you as well.
As you see it, what has been the impact of OKRs on “focus” and “flow” in your team?
You can’t really answer me, at least not here. This is a static web page. But you can think about it. And if you want to, you can answer me on social media.