KPIs and OKRs assignments for the Scrum Master

I'd like to understand to what extent these requests from companies are perceived as Scrum responsibilities or whether they're simply market practices that have been mistakenly associated with Scrum responsibilities. I know it's not an official Scrum requirement.

I think you've answered your own question. Many so-called Scrum implementations are just a veneer on established corporate practices. People may want change but they rarely want to change, and hence there is an organizational gravity to overcome.

I want to explore how we, as facilitators, can bridge the understanding gap while also addressing cultural issues. An effective approach to fostering self-management is helping developers understand that velocity-related KPIs are within their control. This empowerment allows them to take ownership of their deployment and development processes. However, as Scrum Masters, we also bear the significant and challenging responsibility of educating the stakeholders who hired us. It's no easy task!

I would like to hear about real-world experiences related to the current AI movement and how it connects to this issue.

For example, at my company, I connected an AI agent to analyze daily meetings. It collects information about the participants and generates an important report on morale and topics discussed. Additionally, it produces a comparative burndown chart that updates important information on the team's progress.

In this case, knowing that the developers own this analysis, how can we work together as a Scrum team without compromising self-management?

Although OKRs and KPIs are often linked to traditional project management, they can work in Scrum—provided they respect Scrum principles and values. The Scrum Guide allows other practices and techniques if they support, rather than undermine, the framework.

The key difference in Agile and Scrum is that work belongs to the team, not to individuals, so OKRs and KPIs should be team-focused. Avoid using them to retain control or dictate individual work, as decentralised decision-making (empowerment) is a core component of Scrum. Never use story point velocity as a performance measure. The aim is to support transparency and empowerment, not erode them.

Meh. You can use IFR from TRIZ, define problem/endeavor/goal/whatnots with USIT tools, break those OKRs & KPIs down by using logical reasoning cause & effect so on.