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| Criterion |  Product Strategy SMART Goals |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-30 min | 60–90 min | 2-4 h | 1-2 h Setup |
Participantsdifferent | 1-8 | 2-8 | 3-12 | 2-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | SMART Goal, Measurement Note, Deadline | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | OKR set, Measurement plan, Review cadence |
Tags1 shared | GoalsPlanningMeasurementAlignment | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | GoalsAlignmentOutcomesMeasurement |