Yep, this would be good feedback up the chain. People above you should be working on breaking the company level goals into team and role specific ones.

Edit: just to note that I have some other criticisms of OKRs, but having them be way too high level, broad, and not actionable should not be the problem.

Please share your criticism. I would be happy to get as much perspective on the topic as possible.

The problem I encountered was having, or the notion of wanting, a product roadmap which is produced from stakeholder, C-level, product- and IT team input parallel to OKRs. I feel this is an anti pattern. You have OKRs and they make your quarterly roadmap or you don't apply OKRs at all to the producing team.