Chapter One — 1.1 Background to the Study

Over the past decade, the relationship between OKR (objectives and key results) adoption and team productivity in product teams has become a subject of considerable debate among scholars and industry practitioners alike, particularly within the context of Enugu State where operating conditions differ markedly from more developed markets.

Within the context of Enugu State, this relationship carries particular significance. Organizations in this setting operate under a distinct combination of economic, regulatory, and market conditions that may amplify or dampen the effect of OKR (objectives and key results) adoption on team productivity in product teams, making a context-specific inquiry both timely and necessary.

1.2 Statement of the Problem

Despite a growing body of literature on OKR (objectives and key results) adoption, there remains limited consensus on the precise nature of its relationship with team productivity in product teams, particularly within Enugu State. Many organizations continue to make decisions about OKR (objectives and key results) adoption without a clear, evidence-based understanding of how those decisions ultimately affect team productivity in product teams. This gap between practice and empirical understanding is the central problem this study seeks to address.

1.3 Objectives of the Study

1. To examine the effect of OKR (Objectives and Key Results) Adoption on team productivity in product teams in Enugu State.
2. To assess the extent to which OKR (objectives and key results) adoption influences team productivity in product teams within the study area.
3. To identify the challenges associated with OKR (objectives and key results) adoption in relation to team productivity in product teams.
4. To recommend strategies for optimizing OKR (objectives and key results) adoption in order to improve team productivity in product teams.

1.4 Research Questions

1. What is the effect of OKR (objectives and key results) adoption on team productivity in product teams in Enugu State?
2. To what extent does OKR (objectives and key results) adoption influence team productivity in product teams within the study area?
3. What challenges are associated with OKR (objectives and key results) adoption in relation to team productivity in product teams?
4. What strategies can be adopted to optimize OKR (objectives and key results) adoption in order to improve team productivity in product teams?

1.5 Significance of the Study

This study is significant to a range of stakeholders. For policymakers and regulators, the findings offer evidence to guide the design of frameworks that support healthier outcomes around team productivity in product teams. For managers and practitioners within Enugu State, the study provides practical insight into how OKR (objectives and key results) adoption can be better managed. Finally, it contributes to the academic literature on product management by extending existing knowledge into a specific empirical context, and offers a reference point for future researchers.

1.6 Scope of the Study

In terms of scope, this study confines itself to Enugu State, focusing specifically on how OKR (objectives and key results) adoption relates to team productivity in product teams within that setting. Findings are interpreted within these boundaries rather than as universal claims applicable to every organization or market.