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| Criterion |  Product Strategy Impact Mapping |  Product Strategy OKRs |  Decision Making OODA Loop |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 h Setup | 15-60 min je Zyklus | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 2-20 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | OKR set, Measurement plan, Review cadence | Situation Assessment, Decision Loop, Action Updates | KPI Tree, Owner List |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | GoalsAlignmentOutcomesMeasurement | DecisionChangeLearningStrategy | MetricsStrategyAlignmentMeasurement |