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| Criterion |  Product Strategy Impact Mapping |  Operations Getting Things Done |  Product Strategy OKRs |  Business Strategy Strategy Map |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 1-2 h Setup | 2-4 h workshop plus review |
Participantsdifferent | 3-8 | 1 | 2-20 | 4-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine | OKR set, Measurement plan, Review cadence | Strategy Map, Objective Set, Cause-Effect Hypotheses |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution | GoalsAlignmentOutcomesMeasurement | AlignmentExecutionGoalsCausality |