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| Criterion |  Business Strategy Strategy Map |  Product Strategy OKRs |  Facilitation Expectation Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 1-2 h Setup | 45-90 min | 1-2 h |
Participantsdifferent | 4-10 | 2-20 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | OKR set, Measurement plan, Review cadence | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | AlignmentExecutionGoalsCausality | GoalsAlignmentOutcomesMeasurement | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation |