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| Criterion |  Business Strategy Balanced Scorecard |  Product Discovery Opportunity Interview |  Facilitation Alignment Mapping |  Facilitation Stakeholder 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. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 30-60 min je Interview | 1-2 h | 60–90 min |
Participantsdifferent | 4-12 | 5-12 Interviews | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Interview Notes, Opportunity Themes, Customer Quotes | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyMetricsExecution | DiscoveryInterviewsOpportunityCustomer | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |