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| Criterion |  Business Strategy Balanced Scorecard |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | StrategyMetricsExecution | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | GrowthStrategyMarketPortfolio |