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| Criterion |  Business Strategy Strategy Map |  Product Strategy SMART Goals |  Facilitation Stakeholder 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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 15-30 min | 60–90 min | 1-2 h Setup |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 2-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | SMART Goal, Measurement Note, Deadline | Stakeholder Map, Engagement Plan, Risk Notes | OKR set, Measurement plan, Review cadence |
Tags1 shared | AlignmentExecutionGoalsCausality | GoalsPlanningMeasurementAlignment | StakeholdersAlignmentFacilitationChange | GoalsAlignmentOutcomesMeasurement |