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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy PESTLE Analysis |  Product Strategy KPI Tree |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
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. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-12 | 2-10 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | PESTLE Map, External Risks, Strategic Questions | KPI Tree, Owner List | SWOT matrix, Strategic options, Action list |
Tags1 shared | StrategyMetricsExecution | StrategyMarketAnalysis | MetricsStrategyAlignmentMeasurement | StrategyAnalysisMarketPositioning |