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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy PESTLE Analysis |  Facilitation Power Interest Grid |  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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Medium | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 h | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | PESTLE Map, External Risks, Strategic Questions | Power Interest Grid, Strategy per Stakeholder | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | StrategyMarketAnalysis | StakeholdersFacilitationAlignmentPlanning | MetricsStrategyAlignmentMeasurement |