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| Criterion |  Business Strategy Balanced Scorecard |  UX Research Affinity Diagramming |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 45–90 min | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-10 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Theme clusters, Insight statements, Opportunity areas | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | SynthesisQualitativeRoot cause | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |