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| Criterion |  Decision Making Radar |  Operations Ivy Lee Method |  Product Strategy OKRs |  Business Strategy Strategy Map |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 5-10 min daily | 1-2 h Setup | 2-4 h workshop plus review |
Participantsdifferent | 2-10 | 1 | 2-20 | 4-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Daily Priority List, Completion Notes | OKR set, Measurement plan, Review cadence | Strategy Map, Objective Set, Cause-Effect Hypotheses |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationProductivityExecution | GoalsAlignmentOutcomesMeasurement | AlignmentExecutionGoalsCausality |