A diagnostic for finding where an organization's The Decision Stack (Eriksson) is disconnected: ask 'how' as you move top-down through the layers (how does this strategy get delivered? how does this OKR get hit?), and ask 'why' as you move bottom-up (why are we building this opportunity? why does this OKR matter?). Where the 'how' and 'why' chains don't connect cleanly between two adjacent layers, that's where the organization's clarity has broken down.
Related: Exec Strategy Interview Diagnostic, The Five W's (IC Questioning Framework).
Karina Stukan frames the ladder as a literal test of alignment: "If you as a product leader can't connect the dots between I'm working on this onboarding experience now that will help us with acquiring more customers and that matters because we want to grow in this segment and that will make us more money... that's when we have that misalignment issue." The chain — specific work → acquisition → strategic segment growth → revenue — is her working example of what a fully-laddered explanation should sound like; failure at any link is the diagnostic signal.