Did I learn how to set OKRs? No.
Did I find out what’s the difference between Os and KRs when you choose them? No.
Do I know how to align departments with non-trivial objectives? No.
Did I understand what to do when things go wrong? No.
Do I feel confident about doing OKRs now? No.
Am I inspired about OKRs more than I was when I started the book? No.
Did I at least heard about how to measure what matters? No.

Did I learn anything at all from this book?! Hm… I heard empty case studies where people, mostly Silicon Valley superstars, and sometimes just ex-Googlers share their fascination with OKRs. Then again, I mostly heard pitching of their latest or even old companies and achievements and how “they wouldn’t have done it without OKRs”. I guess what I’ve understood for myself is if so many people actually believe in it, I shouldn’t give up on OKRs just because of this book.

This book should have the title “OKR Cargo Cult: How to Create One”. I’m sure there’s more to the framework, just don’t try to see it in this book. It’s an endless stream of selling the 3 golden letters, without an attempt of sharing anything below the surface.