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| Criterion |  Business Strategy Balanced Scorecard |  Operations Gemba Walk |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 30-120 min | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-6 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |