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| Criterion |  Product Strategy Impact Mapping |  Product Strategy OKRs |  Business Strategy Value Chain Analysis |  Product Strategy SMART Goals |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h Setup | Half day | 15-30 min |
Participantsdifferent | 3-8 | 2-20 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | OKR set, Measurement plan, Review cadence | Value Chain Map, Lever List | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | GoalsAlignmentOutcomesMeasurement | StrategyBusiness modelDiagnosisAnalysis | GoalsPlanningMeasurementAlignment |