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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Argument Mapping |  Decision Making DACI |  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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 h | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 1-8 | 2-10 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Argument Map, Evidence Gaps, Decision Rationale | DACI Matrix, Decision Owner, Decision Log | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | SensemakingDecisionRationale | DecisionRolesGovernanceAlignment | MetricsStrategyAlignmentMeasurement |