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| Criterion |  Business Strategy VMGS |  Business Strategy Strategy Map |  Decision Making Force Field Analysis |  Product Strategy Product Vision Board |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 2-4 h workshop plus review | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | Strategy Map, Objective Set, Cause-Effect Hypotheses | Force Field Map, Change Levers, Risk Notes | Product Vision Board, Vision Statement, Assumptions and Validation Questions |
Tagsno overlap | VisionGoalsStrategy | AlignmentExecutionGoalsCausality | ChangeDecisionStrategy | VisionCanvasStrategyAlignment |