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| Criterion |  Business Strategy Balanced Scorecard |  Product Discovery Outcome-Driven Innovation |  Product Strategy KPI Tree |  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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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 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 | High | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | Mehrere Wochen | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-12 | 2-6 researchers plus sample | 3-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | OutcomesInnovationResearchQuantitative | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |