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| Criterion |  Operations Bottleneck Analysis |  Business Strategy Strategy Map |  Systems Thinking Current Reality Tree |  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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 2-4 h workshop plus review | 2-6 h | 1-2 h Setup |
Participantsdifferent | 3-8 | 4-10 | 3-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Strategy Map, Objective Set, Cause-Effect Hypotheses | Current Reality Tree, Core Problems, Intervention Ideas | OKR set, Measurement plan, Review cadence |
Tagsno overlap | FlowMeasurementConstraints | AlignmentExecutionGoalsCausality | Systems thinkingRoot causeConstraintsCausality | GoalsAlignmentOutcomesMeasurement |