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| Criterion |  Product Strategy SMART Goals |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |  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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | 60-90 min | 1-2 h Setup |
Participantsdifferent | 1-8 | 2-8 | 3-6 | 2-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | SMART Goal, Measurement Note, Deadline | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class | OKR set, Measurement plan, Review cadence |
Tags1 shared | GoalsPlanningMeasurementAlignment | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance | GoalsAlignmentOutcomesMeasurement |