From ambiguity to alignment : investigating goal clarity and OKRs in product development projects
Lähdesmäki, Eero (2026)
2026
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202603124231
https://urn.fi/URN:NBN:fi:amk-202603124231
Tiivistelmä
Product development projects in hybrid environments frequently suffer from ambiguous goals, inconsistent requirement interpretation, shifting priorities, and fragmented cross-functional communication. These challenges contribute to rework, delayed issue detection, and misalignment between disciplines. This thesis investigates how goal clarity and shared understanding can be strengthened and evaluates whether a lightweight Objectives and Key Results (OKR) model can enhance alignment without increasing administrative burden. The study is conducted in an equipment manufacturing company where project objectives are primarily communicated verbally, documented inconsistently, and refined reactively during execution.
The research integrates literature on goal-setting theory, requirement ambiguity, cross-functional collaboration, and structured performance frameworks. A qualitative single-case study design was applied, combining a structured literature review with semistructured interviews of key project stakeholders. Thematic analysis revealed that ambiguity emerges particularly in requirement wording, implicit interface assumptions, and evolving priorities. Feedback mechanisms are largely informal and periodic, which limits systematic monitoring of goal progress and early detection of inconsistencies. At the same time, strong psychological safety and openness within the team provides a favorable foundation for more structured goal practices.
The findings suggest that a lightweight OKR model, characterized by plain-language objectives, measurable and verifiable key results linked to existing project evidence and integrated review rhythms aligned with project milestones, can improve transparency, coordination, and crossfunctional alignment. However, effectiveness depends on positioning OKRs as alignment mechanisms rather than rigid control instruments.
The research integrates literature on goal-setting theory, requirement ambiguity, cross-functional collaboration, and structured performance frameworks. A qualitative single-case study design was applied, combining a structured literature review with semistructured interviews of key project stakeholders. Thematic analysis revealed that ambiguity emerges particularly in requirement wording, implicit interface assumptions, and evolving priorities. Feedback mechanisms are largely informal and periodic, which limits systematic monitoring of goal progress and early detection of inconsistencies. At the same time, strong psychological safety and openness within the team provides a favorable foundation for more structured goal practices.
The findings suggest that a lightweight OKR model, characterized by plain-language objectives, measurable and verifiable key results linked to existing project evidence and integrated review rhythms aligned with project milestones, can improve transparency, coordination, and crossfunctional alignment. However, effectiveness depends on positioning OKRs as alignment mechanisms rather than rigid control instruments.