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| Criterion |  Engineering Kanban |  Product Strategy OKRs |  Product Strategy KPI Tree |  Product Strategy SMART Goals |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | 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 | Medium | Low |
Timedifferent | Ongoing | 1-2 h Setup | 90-180 min initial, dann laufend | 15-30 min |
Participantsdifferent | 2-12 | 2-20 | 3-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | OKR set, Measurement plan, Review cadence | KPI Tree, Owner List | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | FlowVisual managementDelivery | GoalsAlignmentOutcomesMeasurement | MetricsStrategyAlignmentMeasurement | GoalsPlanningMeasurementAlignment |