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| Criterion |  Product Strategy OKRs |  Facilitation Six Thinking Hats |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h Setup | 45-90 min | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-20 | 4-12 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | OKR set, Measurement plan, Review cadence | Perspective Notes, Decision Inputs, Action Items | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | FacilitationOptionsDecision | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |