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| Criterion |  Decision Making Pre-Mortem |  Product Strategy OKRs |  Product Strategy KPI Tree |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 1-2 h Setup | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | Small cross-functional group | 2-20 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | OKR set, Measurement plan, Review cadence | KPI Tree, Owner List | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | RiskDecisionFailurePlanning | GoalsAlignmentOutcomesMeasurement | MetricsStrategyAlignmentMeasurement | OutcomesStrategyBehaviorPlanning |