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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Assumption Surfacing |  Product Strategy Counter Metrics |  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. | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption List, Critical Assumptions, Learning Plan | Counter Metric List, Guardrail Definitions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyMetricsExecution | AssumptionsRiskDecisionDiscovery | MetricsMeasurementStrategyExperiments | StrategyDecisionAssumptionsHypothesis |