Alignment does not mean command-and-control. It means teams are moving in compatible directions while still owning their local execution choices.
Leadership must still declare strategic boundaries. Teams cannot invent their own completely disconnected priorities if the company is trying to move upmarket, expand geographically, or improve retention economics.
Local teams usually know the execution landscape better than executives do. If leadership dictates every metric and method, teams lose the ability to respond intelligently to real constraints and opportunities.
Directional alignment means teams can express their contribution in their own language and metrics as long as it clearly supports the strategic intent. This is usually faster, more adaptive, and more honest than literal cascading.
Alignment works best when it is explicit but not overly rigid. The next lesson covers how to review, score, and learn from OKRs over the cycle.
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