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| Criterion |  Business Strategy Strategy Map |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 90-180 min | 1-2 h Setup |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 2-20 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | OKR set, Measurement plan, Review cadence |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | GoalsAlignmentOutcomesMeasurement |