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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Current Reality Tree |  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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | High | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 2-6 h | 30-60 min |
Participantsdifferent | 4-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Current Reality Tree, Core Problems, Intervention Ideas | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | Systems thinkingRoot causeConstraintsCausality | MetricsMeasurementStrategyExperiments |
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