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| Criterion |  Product Strategy KPI Tree |  Product Strategy Impact Mapping |  Decision Making Force Field Analysis |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | 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 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | 90-180 min initial, dann laufend | 45-90 min | 45-90 min | 1-2 h Setup |
Participantsdifferent | 3-8 | 3-8 | 3-12 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | KPI Tree, Owner List | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes | OKR set, Measurement plan, Review cadence |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy | GoalsAlignmentOutcomesMeasurement |