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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy PESTLE Analysis |  Business Strategy GAP Analysis |  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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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 | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 h | 1-3 h | 30-60 min |
Participantsdifferent | 4-12 | 2-10 | 2-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | PESTLE Map, External Risks, Strategic Questions | Gap Matrix, Action Plan, Risk Notes | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyMetricsExecution | StrategyMarketAnalysis | StrategyAnalysisPlanning | MetricsMeasurementStrategyExperiments |