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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Strategy Map |  Product Strategy KPI Tree |  Engineering Goal Question Metric |
|---|---|---|---|---|
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. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 2-4 h workshop plus review | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 4-12 | 4-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Strategy Map, Objective Set, Cause-Effect Hypotheses | KPI Tree, Owner List | GQM Table, Metric Profiles |
Tagsno overlap | StrategyMetricsExecution | AlignmentExecutionGoalsCausality | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment |