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| Criterion |  Business Strategy Balanced Scorecard |  Operations Bottleneck Analysis |  Facilitation Alignment Mapping |  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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 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 | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 h | 1-2 h | 30-60 min |
Participantsdifferent | 4-12 | 3-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Alignment Map, Open Issues, Decision Questions | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | FlowMeasurementConstraints | AlignmentStakeholdersStrategyFacilitation | MetricsMeasurementStrategyExperiments |