When it comes to large organisations implementing OKRs, one usually finds OKRs planned at an annual/quarterly level for the entire organisation (strategic OKRs). Various functions then align their OKRs at a tactical level to these quarterly, company-wide OKRs. Furthermore, smaller teams within these functions may also end up aligning their OKRs to the functional OKRs. Ergo, when it’s time for cadence reviews to take place, you may come across the OKR term called nested cadence reviews, where several sub-functions review their OKRs followed by functions reviewing their OKRs, which eventually end up with CxO level leaders reviewing the organisational OKRs at the end of the cycle.