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| Criterion |  Business Strategy Balanced Scorecard |  Architecture Views and Beyond |  Facilitation Alignment Mapping |  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. | Views and Beyond organizes architecture into several views so no single diagram has to do everything at once. This makes it possible to choose the representation that fits the stakeholder's question. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 Tage | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 1-4 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Architecture Views, Cross-view Notes, Rationale | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | DocumentationStakeholdersArchitecture | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |