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| Criterion |  Innovation Lean Startup |  Product Strategy KPI Tree |  Product Strategy Impact Mapping |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 90-180 min initial, dann laufend | 45-90 min | 1-2 h Setup |
Participantsdifferent | 2-8 | 3-8 | 3-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | KPI Tree, Owner List | Impact Map, Outcome Hypotheses, Delivery Options | OKR set, Measurement plan, Review cadence |
Tagsno overlap | LeanStartupValidationMVP | MetricsStrategyAlignmentMeasurement | OutcomesStrategyBehaviorPlanning | GoalsAlignmentOutcomesMeasurement |