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| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Power Interest Grid |  Decision Making Delphi Method |  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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Low | High | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 30-60 min | 1-4 Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 2-8 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Power Interest Grid, Strategy per Stakeholder | Expert Forecast, Consensus Range, Assumption Notes | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | StakeholdersFacilitationAlignmentPlanning | ForecastingExpertsDecisionStrategy | MetricsStrategyAlignmentMeasurement |