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| Criterion |  Business Strategy Strategy Map |  Decision Making Pre-Mortem |  Product Strategy OKRs |  Decision Making DACI |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 20–45 min | 1-2 h Setup | 30-60 min |
Participantsdifferent | 4-10 | Small cross-functional group | 2-20 | 2-10 |
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 | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AlignmentExecutionGoalsCausality | RiskDecisionFailurePlanning | GoalsAlignmentOutcomesMeasurement | DecisionRolesGovernanceAlignment |