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| Criterion |  Systems Thinking Leverage Points |  Product Strategy SMART Goals |  Product Strategy OKRs |  Systems Thinking Theory of Change |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 15-30 min | 1-2 h Setup | 2-6 h |
Participantsdifferent | 3-12 | 1-8 | 2-20 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | Systems thinkingChangeStrategy | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement | ImpactOutcomesSystems thinkingStrategy |