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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy VRIO Framework |  Business Strategy GAP Analysis |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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 VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 90-180 min | 1-3 h | 30-60 min |
Participantsdifferent | 4-12 | 3-6 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | VRIO Table, Strategic Actions | Gap Matrix, Action Plan, Risk Notes | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyMetricsExecution | StrategyDiagnosisBusiness modelCapability | StrategyAnalysisPlanning | MetricsMeasurementStrategyExperiments |