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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 60-120 min | 2-4 h | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyMetricsExecution | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange | StrategyDecisionAssumptionsHypothesis |