A three-stage model, described by Karina Stukan (CEO, Bizzy), for structuring how product work is communicated to the business:
Impact is the stage most often left out of product communication: teams report what they shipped (output) or, if disciplined, what changed as a result (outcome), but rarely close the loop by stating what that means in the business's own financial terms. Karina's advice is to explicitly narrate all three layers rather than stopping at output or outcome.
This is distinct from chasing precise revenue attribution (see Revenue Attribution Futility (Attribution Fights)) — impact here means translating into business language, not proving a dollar figure. It's one of the concrete moves that operationalizes Business Acumen as Curiosity, Not Credentials, and pairs with the Metrics One-Pager for showing how the outcome ladders into a top-level goal.
Tamar Yehoshua (Glean) states the same standard as a hiring/performance-review lens: judge whether a piece of work actually got used and whether it made the whole organization more productive — not whether the task was technically completed. A shipped feature nobody adopted, or a process only its own team benefits from, doesn't count as impact under this bar.