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| Criterion |  Business Strategy Strategy Map |  Product Strategy OKRs |  Facilitation Stakeholder Salience Model |  Product Strategy SMART Goals |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 1-2 h Setup | 60-90 min | 15-30 min |
Participantsdifferent | 4-10 | 2-20 | 3-6 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | OKR set, Measurement plan, Review cadence | Salience Diagram, Strategy per Class | SMART Goal, Measurement Note, Deadline |
Tags1 shared | AlignmentExecutionGoalsCausality | GoalsAlignmentOutcomesMeasurement | StakeholdersFacilitationAlignmentGovernance | GoalsPlanningMeasurementAlignment |