Teams that don't have the top-management (Board Members and all C-level) buy-in don't stay with OKRs for a long time. I once witnessed a meeting during which the Head of Sales was going to present her OKR results, but the CEO interrupted her saying "It's not important, let's move on". She was highly demotivated since it was her most important task for that quarter. Of course, the team dropped the OKR approach after some time, since no one was paying attention to them. The strategic OKRs and overall company direction are set by the top management. And if they don't give it enough focus and priority, the Objectives would be forgotten soon. Top management should lead with an example by setting and achieving OKRs and treating them seriously.