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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Wardley Mapping |  Systems Thinking Causal Loop Diagram |  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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | 1-3 h | 1-3 h | 30-60 min |
Participantsdifferent | 4-12 | 2-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Wardley Map, Strategic Options, Evolution Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Counter Metric List, Guardrail Definitions |
Tagsno overlap | StrategyMetricsExecution | StrategySystems thinkingDynamics | FeedbackSystems thinkingCausalityDynamics | MetricsMeasurementStrategyExperiments |