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| Criterion |  Decision Making Radar |  Business Strategy Strategy Map |  Product Strategy KPI Tree |  Product Strategy OKRs |
|---|---|---|---|---|
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. | 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. | 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 2-4 h workshop plus review | 90-180 min initial, dann laufend | 1-2 h Setup |
Participantsdifferent | 2-10 | 4-10 | 3-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Strategy Map, Objective Set, Cause-Effect Hypotheses | KPI Tree, Owner List | OKR set, Measurement plan, Review cadence |
Tagsno overlap | AssessmentPortfolioCapability | AlignmentExecutionGoalsCausality | MetricsStrategyAlignmentMeasurement | GoalsAlignmentOutcomesMeasurement |