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| Criterion |  Product Strategy SMART Goals |  Business Strategy Strategy Map |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-30 min | 2-4 h workshop plus review | 20–45 min | 30-90 min |
Participantsdifferent | 1-8 | 4-10 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | SMART Goal, Measurement Note, Deadline | Strategy Map, Objective Set, Cause-Effect Hypotheses | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | GoalsPlanningMeasurementAlignment | AlignmentExecutionGoalsCausality | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions |