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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 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 | High | High | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 1-5 Tage | 2-4 h | 30-60 min |
Participantsdifferent | 4-12 | 4-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange | MetricsMeasurementStrategyExperiments |