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| Criterion |  Business Strategy Strategy Map |  Decision Making Pre-Mortem |  Product Strategy OKRs |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 20–45 min | 1-2 h Setup | 30-90 min |
Participantsdifferent | 4-10 | Small cross-functional group | 2-20 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Risk list, Mitigation plan, Assumption log | OKR set, Measurement plan, Review cadence | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | AlignmentExecutionGoalsCausality | RiskDecisionFailurePlanning | GoalsAlignmentOutcomesMeasurement | ConstraintsDecisionPlanningOptions |