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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | Half day | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |