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| Criterion |  Business Strategy Strategy Map |  Product Strategy OKRs |  Decision Making Assumption Surfacing |  Decision Making DACI |
|---|---|---|---|---|
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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h workshop plus review | 1-2 h Setup | 45-90 min | 30-60 min |
Participantsdifferent | 4-10 | 2-20 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | OKR set, Measurement plan, Review cadence | Assumption List, Critical Assumptions, Learning Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AlignmentExecutionGoalsCausality | GoalsAlignmentOutcomesMeasurement | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernanceAlignment |