# From a company objective to an individual one: the OKR cascade Continuing the Meridian Interiors story from [Branches, departments, and job positions: a multi-site company](https://docs.blueonehr.com/books/enterprise/page/branches-departments-and-job-positions-a-multi-site-company): this page follows one objective down from a company-wide goal to a single site engineer, through the **OKRs** screen (objectives and key results) and, alongside it, **Review cycles**. *Illustrative demonstration prepared using publicly available company context and synthetic data. This page does not represent a production deployment, customer endorsement, or use of real employee data.*

From a company objective to an individual one: the OKR cascade

## Five levels, one chain An objective sits at one of five levels, and a child objective must sit strictly below its parent: **Company**, **Business unit**, **Function**, **Team** and **Individual**. The **Cascade** tab under **OKRs** draws the whole chain for the people allowed to see it, with each objective's level, its status and its progress. An individual objective needs an owner; a business unit, function or team objective is attached to an org unit. ## Org units: the structure behind the cascade The **Org units** tab lists the business units, functions and teams the cascade hangs off. Each unit can be nested under the one above it, mapped to a department, and given a head. Creating or moving an org unit needs HR authority. For Meridian Interiors the demo uses one of each: a *Project Delivery* business unit, a *Site Execution* function, and a *Mumbai HQ Fit-out Team*. ## Objective, key result, progress An objective carries one or more key results (the product also supports KPI and KRA types), each with a baseline, a target and a current value. A key result's progress is how far the current value has moved from the baseline toward the target. An objective's own progress is the weighted average of its key results, and a parent objective rolls up the weighted average of its active children; draft and pending children are left out until they are approved. Recording progress is a separate, append-only step: each update stores a value, an optional note and an evidence reference, and the objective must already be **Active**. In the demo, one engineer's key result (*fit-out milestones handed over on schedule*, target 8) is recorded at 4, which is 50%, and the same figure then shows on the team, function, business unit and company objectives above it. ## Approval is maker-checker A draft objective is submitted for approval through the company's own approval chain. The person who created an objective, and the person who owns it, cannot approve it: someone else on the chain does, and only then does it become active. In the demo, the engineer's objective was created by Sanjay Oberoi, so Sanjay's screen offers no approval action on it, while Devika Rane, a different person on the chain, approves it. ## Review cycles **Review cycles** is the neighbouring screen where HR sets up a performance review. A new cycle starts in the **Draft** phase, and from there HR can open self review or assign employees. The recording stops at the new draft cycle; it does not follow a cycle through self review, manager review or any rating. ## What to know - Branch-level visibility for OKRs is not enabled yet, so every objective in a company is listed regardless of branch. The OKRs screens say so directly. - The older **Performance** objectives and key results screens are a separate module; see [How performance works](https://docs.blueonehr.com/books/performance/page/how-performance-works). ## Related reading - [Branches, departments, and job positions: a multi-site company](https://docs.blueonehr.com/books/enterprise/page/branches-departments-and-job-positions-a-multi-site-company) - [The connected HR lifecycle](https://docs.blueonehr.com/books/enterprise/page/the-connected-hr-lifecycle) - [How performance works](https://docs.blueonehr.com/books/performance/page/how-performance-works)