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| Criterion |  Business Strategy Strategy Map |  Product Strategy SMART Goals |  Product Strategy Impact Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 15-30 min | 45-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-10 | 1-8 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | SMART Goal, Measurement Note, Deadline | Impact Map, Outcome Hypotheses, Delivery Options | KPI Tree, Owner List |
Tagsno overlap | AlignmentExecutionGoalsCausality | GoalsPlanningMeasurementAlignment | OutcomesStrategyBehaviorPlanning | MetricsStrategyAlignmentMeasurement |