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| Criterion |  Business Strategy Balanced Scorecard |  Innovation Lean Startup |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | Wochen bis Monate je Lernzyklus | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyMetricsExecution | LeanStartupValidationMVP | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |