Should We Cascade Our OKRs Across the Entire Organization?

When companies begin working with OKRs (Objectives and Key Results), one of the first questions they ask is:
“Should we cascade our OKRs down from the top, team by team, until every layer is aligned?”

The idea sounds logical — even appealing. After all, cascading goals should improve alignment, right?

Not always.

Let’s explore the risks of rigid cascading and what to do instead to drive true alignment.

The Problem with Cascading OKRs

The traditional “cascading” model is hierarchical by nature. Executives set the top-level OKRs, then each department creates its own to support those goals, and so on down the chain.

In theory, this leads to alignment. But in practice, it often causes problems:

1. Slows Down the Process

Teams have to wait for leadership or other departments to finalize their OKRs before starting their own. This delays decision-making and disrupts momentum.

2. Limits Autonomy

Cascading tends to push teams into a reactive mode. Instead of defining their own priorities based on context and customer needs, they’re boxed into supporting higher-level objectives — even when those aren't the best fit.

3. Kills Engagement

When teams are told what to focus on, rather than discovering it themselves, motivation drops. OKRs should create ownership and energy — not compliance.

Alignment Doesn’t Require Cascading

Here’s the truth: Alignment doesn’t mean everyone needs to share the same OKRs.

Alignment means that everyone understands:

• What the company is trying to achieve
• Why those goals matter
• How their work contributes to the bigger picture

This can happen without a top-down cascade.

The Alternative: Direction Over Dictation

Instead of cascading, great OKR programs focus on strategic direction and transparent communication.

Here’s how to do it:

1. Start with Clear Company OKRs

Set 2–4 company-wide Objectives that define where you're headed. These should be bold, inspiring, and easy to remember.

2. Let Teams Define Their Own OKRs

Give teams the autonomy to set their own OKRs — as long as they connect to the company’s direction. This encourages ownership, relevance, and innovation.

3. Encourage Cross-Team Collaboration

Not everything has to align vertically. Many OKRs work better when teams align laterally, supporting each other on shared initiatives.

4. Create Visibility Through Tools

Use OKR software or internal dashboards to share all OKRs company-wide. Transparency is what really drives alignment — not cascading.

When Cascading Might Make Sense

There are cases where light cascading is helpful:

• In highly regulated industries where compliance is critical
• When multiple teams depend on a central initiative (e.g., launching a new product)
• In very early-stage startups where leadership must closely steer execution

Even then, the key is to involve teams in shaping their own Key Results rather than handing them down.

Final Thoughts

If your goal is to align your organization, cascading OKRs isn’t the only — or even the best — solution.

Instead, focus on clarity at the top, autonomy at the team level, and radical transparency throughout.
That’s how you create alignment without losing speed or ownership.

Ready to Build a More Aligned Organization?

We help leadership teams roll out OKRs that empower teams — without resorting to rigid hierarchies.‍

Book a discovery call today and learn how to implement OKRs that actually work across your entire organization.

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