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| Criterion |  Business Strategy Balanced Scorecard |  Operations ABC Analysis |  Delivery Cost of Delay |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 30-60 min | 90-180 min | 1-2 h |
Participantsdifferent | 4-12 | 1-5 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | ABC Classification, Focus Rules, Control List | CoD Table, Prioritization Sequence | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyMetricsExecution | PrioritizationOperationsPortfolio | PrioritizationDeliveryEconomicsDecision | StrategyDecisionAssumptionsHypothesis |