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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Force Field Analysis |  Product Discovery Assumption Mapping |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Low | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 45-60 min | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Force Field Map, Change Levers, Risk Notes | Assumption map, Test backlog, Risk ranking | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyMetricsExecution | ChangeDecisionStrategy | AssumptionsRiskExperimentsValidation | StrategyDecisionAssumptionsHypothesis |