View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Salience Model |  Agile ROAM Board |  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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | 60-90 min | 20-40 min initial, dann laufend | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-6 | 3-15 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Salience Diagram, Strategy per Class | ROAM Board, Owner List | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | StakeholdersFacilitationAlignmentGovernance | RiskAgileTrackingAlignment | MetricsStrategyAlignmentMeasurement |