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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Leverage Points |  Systems Thinking Evaporating Cloud |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | Half day | 60-120 min | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Leverage Map, Action Strategy | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyMetricsExecution | Systems thinkingChangeStrategy | Theory of ConstraintsAssumptionsSystems thinking | StrategyDecisionAssumptionsHypothesis |