OKRs are supposed to enable teams to focus. They can also cause confusion and frustration, mostly because product teams struggle to recognize the link between their work and the strategic direction of their companies.

OKRs won't simply work if a product team doesn't understand why they are doing what they are doing and can't measure their contribution to their company's success.

I've been using impact mapping as a complementary approach to tackle this problem and bridge the gap between the company-level goals and the product team activities. In this article, I've shared how Tim Herbig's impact mapping approach helps you connect the dots and define outcome-oriented OKRs.

https://bit.ly/3dvvhHb

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