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| Criterion |  Business Strategy Strategy Map |  Product Strategy SMART Goals |  Decision Making Assumption Surfacing |  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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Low |
Timedifferent | 2-4 h workshop plus review | 15-30 min | 45-90 min | 30-90 min |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | SMART Goal, Measurement Note, Deadline | Assumption List, Critical Assumptions, Learning Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | AlignmentExecutionGoalsCausality | GoalsPlanningMeasurementAlignment | AssumptionsRiskDecisionDiscovery | ConstraintsDecisionPlanningOptions |