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| Criterion |  Product Strategy Impact Mapping |  Product Strategy SMART Goals |  Business Strategy Value Chain Analysis |  Product Strategy OKRs |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 15-30 min | Half day | 1-2 h Setup |
Participantsdifferent | 3-8 | 1-8 | 3-8 | 2-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | SMART Goal, Measurement Note, Deadline | Value Chain Map, Lever List | OKR set, Measurement plan, Review cadence |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | GoalsPlanningMeasurementAlignment | StrategyBusiness modelDiagnosisAnalysis | GoalsAlignmentOutcomesMeasurement |