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| Criterion |  Business Strategy Balanced Scorecard |  Delivery Value Stream Mapping |  Engineering Kanban |  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. | 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. | 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 | 1-3 h | Ongoing | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 4-10 | 2-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | LeanFlowWasteDelivery | FlowVisual managementDelivery | MetricsStrategyAlignmentMeasurement |