Bonuses are often negotiated once or twice a year. In between operational circumstances arise urgent other topics that would benefit from early treatment before they grow.
Imagine a manager who has a bonus on “A”. What will his priorities be? Finish “A” to get the bonus or set the bonus to risk and take care of the urgent topic?

The bonus negotiation is trapped by the assumption, that nothing strategically more important will occur in between. Another proof of our inability is to foresee the future.
Instead, we really need to stay flexible or if you call it “agile”. Yes, most of us are in a VUKA environment.

Bonuses might have a positive impact on tactical planning (in the very near future), but a really bad one on strategic issues that arise.