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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Strategy Map |  Facilitation Stakeholder Mapping |  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. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h workshop plus review | 60–90 min | 1-2 h Setup |
Participantsdifferent | 3-8 | 4-10 | 2-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Strategy Map, Objective Set, Cause-Effect Hypotheses | Stakeholder Map, Engagement Plan, Risk Notes | OKR set, Measurement plan, Review cadence |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AlignmentExecutionGoalsCausality | StakeholdersAlignmentFacilitationChange | GoalsAlignmentOutcomesMeasurement |