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| Criterion |  Operations Bottleneck Analysis |  Facilitation Alignment Mapping |  Product Strategy OKRs |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-2 h | 1-2 h Setup | 60–90 min |
Participantsdifferent | 3-8 | 4-12 | 2-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Alignment Map, Open Issues, Decision Questions | OKR set, Measurement plan, Review cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FlowMeasurementConstraints | AlignmentStakeholdersStrategyFacilitation | GoalsAlignmentOutcomesMeasurement | StakeholdersAlignmentFacilitationChange |