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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Cynefin Workshop |  Systems Thinking VUCA Scan |  Product Strategy DIBB |
|---|---|---|---|---|
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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 60-180 min | 30-90 min | 1-2 h |
Participantsdifferent | 4-12 | 4-20 | 1-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Cynefin Map, Domain-specific Actions, Sensemaking Notes | VUCA Map, Response Options, Signal and Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyMetricsExecution | ComplexitySensemakingDecision | SensemakingUncertaintyComplexityStrategyForesight | StrategyDecisionAssumptionsHypothesis |