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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Future Reality Tree |  Product Strategy KPI Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | Halber Tag bis mehrere Wochen | 2-4 h | 90-180 min initial, dann laufend | Half day |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | KPI Tree, Owner List | Leverage Map, Action Strategy |
Tagsno overlap | StrategyMetricsExecution | Theory of ConstraintsSystems thinkingChange | MetricsStrategyAlignmentMeasurement | Systems thinkingChangeStrategy |