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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Assumption Surfacing |  Decision Making PERT Estimation |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 15-45 min | 30-60 min |
Participantsdifferent | 4-12 | 2-8 | 1-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption List, Critical Assumptions, Learning Plan | PERT Estimate, Expected Value, Risk Notes | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | AssumptionsRiskDecisionDiscovery | EstimationUncertaintyRisk | MetricsMeasurementStrategyExperiments |