Ensure your team's OKRs align with a measurable business outcome—particularly the Key Results.

Even if your team is not directly responsible for the delivery of some given value to a customer or partner, it might be beneficial to measure the final delivery rather than just the underlying supporting work.

For Example:

If you're a science team delivering a new piece of supporting scientific literature to the go-to-market team. A mediocre OKR would be...

"Deliver 3 pieces of research."

However, a better approach would be to share the following OKR between both teams...

"Deliver 5 webinars on new research to 200+ doctors"

Now BOTH the science team AND the GTM team are responsible for creating AND delivering the content to market.

This helps in many ways...

It forces your team to be accountable for final and commercial outcome
It encourages you only to admit work into your team that will deliver real value
It facilitates pressure from your team to the client team
It gives execs visibility into work that's being completed but not delivered to market.

No more buck-passing, no more busy work, no more research developed but not delivered, and no more hidden wasted work that does not deliver value to customers.