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| Criterion |  Business Strategy Strategy Map |  Operations Process Mapping |  Product Strategy OKRs |  Operations After-Action Review |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 1-3 h | 1-2 h Setup | 20-45 min |
Participantsdifferent | 4-10 | 3-10 | 2-20 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Process Map, Handoff List, Improvement Backlog | OKR set, Measurement plan, Review cadence | Lessons learned, Action items, Event summary |
Tagsno overlap | AlignmentExecutionGoalsCausality | ProcessOperationsImprovement | GoalsAlignmentOutcomesMeasurement | LearningOperationsImprovement |