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| Criterion |  Business Strategy Strategy Map |  Product Strategy DIBB |  Product Strategy OKRs |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 1-2 h | 1-2 h Setup | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 2-20 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | DIBB document, Belief list, Bet list, Learning report | OKR set, Measurement plan, Review cadence | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | AlignmentExecutionGoalsCausality | StrategyDecisionAssumptionsHypothesis | GoalsAlignmentOutcomesMeasurement | AssumptionsRiskDecisionDiscovery |