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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Strategy Execution Loop |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 4-12 | 5-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Execution Loop, Review Cadence, Strategic Learning Log | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StrategyMetricsExecution | ExecutionCadenceLearningGovernance | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |