OKRs attempts to impose top down centralized command and control. What ends up happening is an executive who is accountable notices an OKR trends the wrong way and when he asks why, the best bullshitters deflect blame. And nothing is resolved.

The Toyota Way attempts bottom up process improvement. Teams generally organize themselves. Team leads take responsibility for quality and report it up the chain. Instead of deflecting blame, they often work themselves to exhaustion. Which is not an ideal result either.