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.
