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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Delphi Method |  Product Strategy KPI Tree |  Decision Making DACI |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 1-4 Wochen | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-12 | 6-30 Experten | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Expert Forecast, Consensus Range, Assumption Notes | KPI Tree, Owner List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | StrategyMetricsExecution | ForecastingExpertsDecisionStrategy | MetricsStrategyAlignmentMeasurement | DecisionRolesGovernanceAlignment |