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| Criterion |  Business Strategy Balanced Scorecard |  Growth Pirate Metrics AARRR |  Business Strategy Ansoff Matrix |  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. | For products with complex usage paths, overall growth alone is too coarse to reveal bottlenecks. Pirate Metrics breaks the relationship with the product into consecutive stages and shows where the funnel actually leaks. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 | 1-2 h Setup, laufend | 45-90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | AARRR funnel, Metric baseline, Experiment backlog | Ansoff Matrix, Growth Options, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | GrowthMetricsExperiments | GrowthStrategyMarketPortfolio | MetricsStrategyAlignmentMeasurement |