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| Criterion |  Business Strategy Balanced Scorecard |  Architecture C4 Model |  Facilitation Stakeholder Mapping |  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. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-4 h | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 1-5 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Context Diagram, Container Diagram, Component Diagram | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | ArchitectureCommunicationVisualization | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |