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| Criterion |  Product Strategy OKRs |  Facilitation Alignment Mapping |  Facilitation Power Interest Grid |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h Setup | 1-2 h | 30-60 min | 45-90 min |
Participantsdifferent | 2-20 | 4-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | OKR set, Measurement plan, Review cadence | Alignment Map, Open Issues, Decision Questions | Power Interest Grid, Strategy per Stakeholder | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentPlanning | OutcomesStrategyBehaviorPlanning |