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| Criterion |  Business Strategy Balanced Scorecard |  Agile Ideal Days |  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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 |
Timedifferent | Halber Tag bis mehrere Wochen | 15-60 min | 30-60 min |
Participantsdifferent | 4-12 | 2-9 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | EstimationEffortAgile | MetricsMeasurementStrategyExperiments |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
