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| Criterion |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Product Strategy Impact Mapping |  Product Strategy OKRs |
|---|---|---|---|---|
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 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 45-90 min | 1-2 h Setup |
Participantsdifferent | 4-12 | 3-8 | 3-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Impact Map, Outcome Hypotheses, Delivery Options | OKR set, Measurement plan, Review cadence |
Tagsno overlap | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | OutcomesStrategyBehaviorPlanning | GoalsAlignmentOutcomesMeasurement |