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| Criterion |  Product Strategy OKRs |  Business Strategy Value Chain Analysis |  Product Strategy SMART Goals |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h Setup | Half day | 15-30 min | 45-90 min |
Participantsdifferent | 2-20 | 3-8 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | OKR set, Measurement plan, Review cadence | Value Chain Map, Lever List | SMART Goal, Measurement Note, Deadline | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | StrategyBusiness modelDiagnosisAnalysis | GoalsPlanningMeasurementAlignment | OutcomesStrategyBehaviorPlanning |