Manage OKRs

Before I publish these OKRs to the company workspace, make them easy for busy execs to accept: show the headline Objective and the single most impactful Key Result at the top, surface each KR's current baseline and owner, flag any KR without a clear metric or owner, and highlight dependencies on other teams so Maya in Product and Omar in Engineering can approve quickly.

I just presented the draft OKRs to Maya and she pushed back on one KR and refused to own it. Maya is protective of team bandwidth and fears scope creep; Omar expects the engineering effort to be larger than estimated. I cannot tell whether the metric is truly unmeasurable or if the wording is off. What likely diagnosis should I give, and what is the best next move to get a clear owner and measurable target within three days?

Every quarter we scramble: objectives are drafted by Product the week before review, owners are unclear, and sign-off drags into the last week, making delivery unrealistic. This costs credibility and forces firefighting. Which habit change will most reduce churn and ensure crisp, owned OKRs—who should do what, and on what cadence?