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| Criterion |  Product Strategy OKRs |  Business Strategy Strategy Map |  Operations Getting Things Done |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h Setup | 2-4 h workshop plus review | 1-2 h Setup, laufend | 15-90 min daily |
Participantsdifferent | 2-20 | 4-10 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | OKR set, Measurement plan, Review cadence | Strategy Map, Objective Set, Cause-Effect Hypotheses | Action Lists, Project List, Review Routine | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | AlignmentExecutionGoalsCausality | ProductivityPlanningTasksExecution | PrioritizationProductivityFocusExecution |