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| Criterion |  Operations Getting Things Done |  Product Strategy Impact Mapping |  Business Strategy Strategy Map |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | 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 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 | 1-2 h Setup, laufend | 45-90 min | 2-4 h workshop plus review | 1-2 h Setup |
Participantsdifferent | 1 | 3-8 | 4-10 | 2-20 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Action Lists, Project List, Review Routine | Impact Map, Outcome Hypotheses, Delivery Options | Strategy Map, Objective Set, Cause-Effect Hypotheses | OKR set, Measurement plan, Review cadence |
Tagsno overlap | ProductivityPlanningTasksExecution | OutcomesStrategyBehaviorPlanning | AlignmentExecutionGoalsCausality | GoalsAlignmentOutcomesMeasurement |