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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy Strategy Map |  Facilitation Power Interest Grid |
|---|---|---|---|
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 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. |
Complexitydifferent | High | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 2-4 h workshop plus review | 30-60 min |
Participantsdifferent | 4-12 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Strategy Map, Objective Set, Cause-Effect Hypotheses | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyMetricsExecution | AlignmentExecutionGoalsCausality | StakeholdersFacilitationAlignmentPlanning |
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