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| Criterion |  Business Strategy Strategy Map |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 20–45 min | 45-60 min | 15-30 min |
Participantsdifferent | 4-10 | Small cross-functional group | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | AlignmentExecutionGoalsCausality | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation | GoalsPlanningMeasurementAlignment |