Objectives and Key Results (OKRs) is a framework for goal setting. I think OKRs suitable at some levels of an organization.

• At the highest level of the value chain where the strategy for what ever enterprize being undertaken.
• At the department level for large corperates.
• At the product team level for product companies.

Past those levels it is the wrong tool. In my experience past those levels if teams try to cascade or are forced to do OKRs the exercise degrades into task lists disguised as OKRs. I've seen this happen on product platform and DevOps teams that support product teams higher up the value chain.