Company Strategy is written (and maybe communicated). Company OKRs are written based on KPIs and some strategic topics. Teams model their OKRs after the company OKRs. The company insists that other things are "also important." So when teams share their roadmap items connected to the OKRs, but get pushback on where the work on these "other important things" is happening.

I call this the OKR Parallel Universe Syndrome. You may not have heard of it, but I'm sure you've experienced it.