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| Criterion |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |  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 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 60–90 min | 30-60 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange | MetricsMeasurementStrategyExperiments |