OKRs are simply an extension of the fact that companies and departments need some sort of 3-6 month roadmap. That is to ensure cross-department and external communication can be done somewhat smoothly. Waterfall used to do this inherently. Now we've got OKRs and SAFe.
The same can be said cynically: Companies are inherently not agile, any push towards fast and iterative decision making will generate a counter-force towards quarterly plans under a new name.
SAFe is one form this counter-force can take, characterized as using a lot of complicated verbiage which makes it an easy sell for consultants.
I'm not saying this is wrong. Maybe quarterly plans on a fundamental level is what companies in our market economy is. Perhaps we shouldn't be agile on a company level. But let's at least be clear about what the strategy is.
The productivity targets are always increasing, but real productivity obviously can't. That creates a pressure to meet the goals through fraud.
Stakhanovite is the most benign fraud (pooling productivity). There was a Microsoft engineer that outsourced his job to several engineers in India. I bet he seemed very productive.
There are less benign frauds. Boeing and their suppliers let quality slip. Wells Fargo met account opening goals by opening accounts without asking the customer.
I think, unfortunately, the pendulum in American corporate politics is swinging away from Deming, at the moment. Growth through making good and reliable products is getting difficult to sustain, which leads to the capitalist/financial lens to be applied to problems. The results are predictable: outsourcing, and "slogans, exhortations, and targets for the work force", and generally a lack of leadership or vision for the product. Better for short-term growth to be worse but cheaper.
More people should learn from Deming instead: https://en.wikipedia.org/wiki/W._Edwards_Deming