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In many traditional organizations, OKRs lose their potency as they cascade down through layers of hierarchy. Objectives often drift into abstract statements at the top, while Key Results become distorted metrics at the bottom—sometimes even manipulated for “success.” This widening gap between vision (“O”) and execution (“KR”) is a natural byproduct of organizational silos, role fragmentation, and the “us vs. them” mentality that grows out of traditional structures.
By contrast, the Large Scale Scrum (LeSS) product group design eliminates much of this distortion and produces OKRs that are significantly more meaningful and value-driven. Why?

• Simplified, Flatter Structure
• With fewer layers, OKRs remain tightly connected to customer outcomes. Requests from clients flow directly to cross-functional teams, shortening the cycle time, accelerating time-to-market, and making the organization more competitive.
• One Product, One Backlog
• Multiple teams collaborate on the same backlog under a single Product Owner, ensuring that OKRs align with the organization’s true strategic mission, rather than splintering into local or departmental goals.
• Fewer Roles, More Responsibility
• With less bureaucracy and fewer managerial hand-offs, teams take real ownership of Key Results. Workers are multi-skilled generalists rather than siloed specialists, reducing system gaming, local optimization, and internal rivalry.
• Better Culture by Design
• The structural simplicity of LeSS fosters cultural improvements: healthier HR norms, role security instead of title-chasing, fairer recognition and compensation, and a genuine reduction in “us vs. them” politics. This not only enhances accountability but also increases employee satisfaction and retention.

The Result
In LeSS, OKRs become authentic reflections of customer value and strategic intent. Instead of being watered down or distorted through hierarchy, they connect directly to the work of empowered teams. The organizational design itself acts as the safeguard, narrowing (and in many cases closing) the gap between ambition (O) and execution (KR), making OKRs in LeSS not only more meaningful, but also more impactful.