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| Criterion |  Business Strategy Balanced Scorecard |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 h | 30-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-8 | 1-6 | 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 | Decision Tree, Option Map, Assumption List | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | FlowMeasurementConstraints | DecisionTreeOptions | MetricsStrategyAlignmentMeasurement |