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| Criterion |  Business Strategy Strategy Map |  Facilitation Power Interest Grid |  Product Strategy SMART Goals |  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 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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 15-30 min | 1-2 h Setup |
Participantsdifferent | 4-10 | 2-8 | 1-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Power Interest Grid, Strategy per Stakeholder | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tags1 shared | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentPlanning | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |