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| Criterion |  Business Strategy GAP Analysis |  Product Strategy OKRs |  Business Strategy Strategy Map |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-2 h Setup | 2-4 h workshop plus review | 1-2 h |
Participantsdifferent | 2-8 | 2-20 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | OKR set, Measurement plan, Review cadence | Strategy Map, Objective Set, Cause-Effect Hypotheses | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyAnalysisPlanning | GoalsAlignmentOutcomesMeasurement | AlignmentExecutionGoalsCausality | AlignmentStakeholdersStrategyFacilitation |