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| Criterion |  Business Strategy Strategy Map |  Product Strategy Impact Mapping |  Facilitation Power Interest Grid |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 30-60 min | 1-2 h Setup |
Participantsdifferent | 4-10 | 3-8 | 2-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Impact Map, Outcome Hypotheses, Delivery Options | Power Interest Grid, Strategy per Stakeholder | OKR set, Measurement plan, Review cadence |
Tagsno overlap | AlignmentExecutionGoalsCausality | OutcomesStrategyBehaviorPlanning | StakeholdersFacilitationAlignmentPlanning | GoalsAlignmentOutcomesMeasurement |