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| Criterion |  Product Strategy OKRs |  Facilitation Power Interest Grid |  Facilitation Stakeholder Salience Model |  Product Strategy SMART Goals |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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 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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h Setup | 30-60 min | 60-90 min | 15-30 min |
Participantsdifferent | 2-20 | 2-8 | 3-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | OKR set, Measurement plan, Review cadence | Power Interest Grid, Strategy per Stakeholder | Salience Diagram, Strategy per Class | SMART Goal, Measurement Note, Deadline |
Tags1 shared | GoalsAlignmentOutcomesMeasurement | StakeholdersFacilitationAlignmentPlanning | StakeholdersFacilitationAlignmentGovernance | GoalsPlanningMeasurementAlignment |