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| Criterion |  Engineering Kanban |  Facilitation Power Interest Grid |  Product Strategy SMART Goals |  Product Strategy OKRs |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | Ongoing | 30-60 min | 15-30 min | 1-2 h Setup |
Participantsdifferent | 2-12 | 2-8 | 1-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Power Interest Grid, Strategy per Stakeholder | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tagsno overlap | FlowVisual managementDelivery | StakeholdersFacilitationAlignmentPlanning | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |