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| Criterion |  Operations Visual Management |  Product Strategy OKRs |  Business Strategy Strategy Map |  Engineering Goal Question Metric |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-2 h Setup | 2-4 h workshop plus review | 90-180 min |
Participantsdifferent | 1-20 | 2-20 | 4-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | OKR set, Measurement plan, Review cadence | Strategy Map, Objective Set, Cause-Effect Hypotheses | GQM Table, Metric Profiles |
Tagsno overlap | SignalsOperationsVisual management | GoalsAlignmentOutcomesMeasurement | AlignmentExecutionGoalsCausality | MetricsMeasurementEngineeringAlignment |