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| Criterion |  Operations Bottleneck Analysis |  Product Strategy KPI Tree |  Product Strategy Impact Mapping |  Product Strategy OKRs |
|---|---|---|---|---|
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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | 45-90 min | 1-2 h Setup |
Participantsdifferent | 3-8 | 3-8 | 3-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | KPI Tree, Owner List | Impact Map, Outcome Hypotheses, Delivery Options | OKR set, Measurement plan, Review cadence |
Tagsno overlap | FlowMeasurementConstraints | MetricsStrategyAlignmentMeasurement | OutcomesStrategyBehaviorPlanning | GoalsAlignmentOutcomesMeasurement |