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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Strategy Map |  Operations Weekly Review |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h workshop plus review | 30-60 min | 1-2 h |
Participantsdifferent | 3-8 | 4-10 | 1 | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Strategy Map, Objective Set, Cause-Effect Hypotheses | Updated Task System, Weekly Focus, Next Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | AlignmentExecutionGoalsCausality | ProductivityExecutionPlanning | AlignmentStakeholdersStrategyFacilitation |