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| Criterion |  Product Strategy SMART Goals |  Facilitation Stakeholder Salience Model |  Facilitation Power Interest Grid |  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 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-30 min | 60-90 min | 30-60 min | 1-2 h Setup |
Participantsdifferent | 1-8 | 3-6 | 2-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | SMART Goal, Measurement Note, Deadline | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder | OKR set, Measurement plan, Review cadence |
Tags1 shared | GoalsPlanningMeasurementAlignment | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning | GoalsAlignmentOutcomesMeasurement |