Comparative effectiveness of strategic goal-setting tools in the context of sustainable development

Abstract

The transition to sustainable development (ESG) models requires organizations and regions to review their approaches to goal setting. The article presents a detailed comparative analysis of four methodologies - the goal tree, Hoshin Kanri, OKR, and the Strategic Map (BSC). Each tool is considered through the prism of its internal logic, working mechanisms, advantages and limitations in relation to the implementation of long-term, multifactorial strategies. Special attention is paid to the ability of methods to integrate non-financial goals, build causal relationships, ensure adaptability and involve stakeholders. The conclusion is substantiated that the strategic map is the only tool that provides an evidence base for a sustainable development strategy, however, its effectiveness increases many times with the hybrid addition of Hoshin Kanri (for coordination) and OKR (for operational control) mechanisms. A table of tool selection is proposed depending on the stage of the strategic cycle and the type of organization.