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| Criterion |  Product Strategy OKRs |  Operations Bottleneck Analysis |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h Setup | 1-3 h | 60–90 min | 60-90 min |
Participantsdifferent | 2-20 | 3-8 | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | OKR set, Measurement plan, Review cadence | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | FlowMeasurementConstraints | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |