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| Criterion |  Business Strategy Strategy Map |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | 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 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 30-90 min | 1-3 h | 1-2 h Setup |
Participantsdifferent | 4-10 | 2-8 | 3-8 | 2-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | OKR set, Measurement plan, Review cadence |
Tagsno overlap | AlignmentExecutionGoalsCausality | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints | GoalsAlignmentOutcomesMeasurement |