A team's own local The Decision Stack (Eriksson) should ladder up into the company's overall "macro" stack — as Eriksson puts it, "it does become fractal a little bit as you kind of scale the company." Vision and strategy stay shared at the business-line level; objectives, opportunities and principles can be defined locally by each sub-team, so long as they still ladder up (see Laddering (Strategy-Alignment Diagnostic)).
Break one decision stack into separate sub-stacks at the point where different teams' answers to the stack's questions start to diverge. In practice: give each business line one shared strategy, but let the teams within it run their own objectives — rather than spinning up a fully independent stack for every team.