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| Criterion |  Business Strategy Balanced Scorecard |  Operations Bottleneck Analysis |  Decision Making Constraint Analysis |  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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | 30-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | FlowMeasurementConstraints | ConstraintsDecisionPlanningOptions | MetricsStrategyAlignmentMeasurement |