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| Criterion |  Business Strategy Balanced Scorecard |  Decision Making Force Field Analysis |  Product Strategy DIBB |  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. | 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. | 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. | 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 | Low | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 1-2 h | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Force Field Map, Change Levers, Risk Notes | DIBB document, Belief list, Bet list, Learning report | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyMetricsExecution | ChangeDecisionStrategy | StrategyDecisionAssumptionsHypothesis | MetricsMeasurementStrategyExperiments |