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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy TOWS Matrix |  Decision Making Option Framing |  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. | 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 h | 45-120 min | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | TOWS Matrix, Strategic Options, Priority Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | KPI Tree, Owner List |
Tags1 shared | StrategyMetricsExecution | StrategyAnalysisOptions | OptionsDecision framingStrategyComparison | MetricsStrategyAlignmentMeasurement |