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Broad enterprise-level OKRs narrow into specific, actionable goals at the solution level. As the scope narrows, alignment and focus increase - ensuring that every level of execution contributes to the overarching business strategy. While not every lower-level OKR needs to directly advance a higher-level goal, the overall set of OKRs across the organization should create a coherent path from strategy to measurable impact. https://images.squarespace-cdn.com/content/v1/66e48afe7dd04c6f9fe4a39e/25c6b04a-0c43-4195-8507-83aa4c47f57e/Potential+Risks++Bad+Investments+-+whitebackground.jpg Insights - Whitepaper | Aligning Business Architecture with Product Management - A Framework for Value Alignment - When to Target Change at Each Level 1. Business Function and Business Service – Changes at this level are typically driven by external market shifts or strategic realignment. These are high-impact changes that require executive sponsorship and cross-functional coordination Example: A financial regulator adopts a new policy that requires market-wide monitoring of derivative trades 2. Business Capability – Changes at the capability level are often driven by operational gaps or competitive needs. These changes require alignment across business and product teams Example: Implementing AI-based fraud detection to reduce human review time 3. Product and Feature – Changes at this level are market- and customer-driven. Product managers play a key role in defining and prioritizing these changes. Example: Introducing a user interface for customizing market surveillance filters 4. Technology and Engineering Execution – Changes at this level are driven by performance, scalability, or security issues. Engineering leads the execution, but product and architecture teams define the requirements Example: Migrating from monolithic architecture to microservices to improve scalability, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/66e48afe7dd04c6f9fe4a39e/ad0d1ef6-43ba-401e-8b32-654f6b1f7b58/BusinessArchitecture+-+vs+-+Product+Management+-+The+Goal2.png Insights - Whitepaper | Aligning Business Architecture with Product Management - A Framework for Value Alignment - The Goal When this framework is working, you’ll notice several key signs: Teams are focused on outcomes, not output Business strategy is visible at the product level Engineering trade-offs are made with business priorities in mind OKRs reflect meaningful business impact, not just operational metrics Teams feel connected to the broader mission - not just their own backlog 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