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| Criterion |  Operations DMAIC |  Business Strategy Strategy Map |  Product Strategy SMART Goals |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-12 Wochen | 2-4 h workshop plus review | 15-30 min | 1-2 h Setup |
Participantsdifferent | 3-10 | 4-10 | 1-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Strategy Map, Objective Set, Cause-Effect Hypotheses | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tagsno overlap | Continuous improvementQualityProcess improvement | AlignmentExecutionGoalsCausality | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |