When plans are tightly prioritized, it's low-level multi-product features that tend to be harmed on the margin.

Imagine a feature that is too in-the-weeds to justify a company-level OKR, but will significantly improve one corner of the product surface area.

If it's a feature entirely within your org, you only need to convince your management chain.

If it's a feature that exists between two organizations and needs them both to collaborate, then it can be not just 2x more challenging to coordinate, but an order of magnitude.

That coordination challenge makes it more expensive, for the same user value. The bang for buck declines.

If things are not tightly prioritized and there's some slack, you might be able to informally find a counterpart in the other group to also use some of their slack on the same thing you're using your slack on and jointly prioritize it without having to involve management.

But when things are tightly prioritized and there is no slack, the cost of these cross-cutting improvements goes up, and so on the margin the rate of investment in them goes down.