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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy TOWS Matrix |  Decision Making Delphi Method |  Decision Making Decision 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 h | 1-4 Wochen | 30-90 min |
Participantsdifferent | 4-12 | 3-10 | 6-30 Experten | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | TOWS Matrix, Strategic Options, Priority Actions | Expert Forecast, Consensus Range, Assumption Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | StrategyMetricsExecution | StrategyAnalysisOptions | ForecastingExpertsDecisionStrategy | DecisionTreeOptions |