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| Criterion |  Product Strategy OKRs |  Product Strategy Impact Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 1-2 h Setup | 45-90 min | Half day |
Participantsdifferent | 2-20 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | OKR set, Measurement plan, Review cadence | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis |
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