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| Criterion |  Business Strategy Balanced Scorecard |  Delivery Value Stream Mapping |  Engineering Kanban |
|---|---|---|---|
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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-3 h | Ongoing |
Participantsdifferent | 4-12 | 4-10 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | StrategyMetricsExecution | LeanFlowWasteDelivery | FlowVisual managementDelivery |
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