CASE STUDY Googles Objectives and Key Results (OKR) system was introduced back in the early 2000s, based on an approach originally developed at microchip firm, Intel. OKR involves all members of the organisation setting SMART (Specific, Measurable, Achievable, Realistic, Time bound) objectives in key results areas, with the key features described as follows: OKRs are set quarterly at three levels: for the individual (what an individual is working on), team (specific priorities for the team, not the bucket of all personal OKRs) and company (the big picture and top-level focus for the entire company) level. Googles CEO sets OKRs for the company at the beginning of each quarter, triggering all employees within Google to make sure their own personal and team OKRs roughly sync with Googles corporate and business strategies. The firm deliberately sets ambitious goals, believing that if they achieve all of them, the goals are not put aggressively enough. All individuals and team OKRs are visible on Googles intranet so that employees can find out what their co-workers and other teams are doing, feel more responsible for the goals they set and be more willing to contribute constructively to the business. The main goal of OKR is to connect company, team and individual goals and make people move together in the right direction. Hence, OKRs provide focus and unite teams behind a single strategy. Answer the following questions: 2. Can you see any drawbacks or dangers in Googles focus on goal setting?(10 marks)