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| Criterion |  Business Strategy Balanced Scorecard |  Systems Thinking Wardley Mapping |  Product Strategy KPI Tree |  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. | 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. | 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 | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-12 | 2-10 | 3-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Wardley Map, Strategic Options, Evolution Notes | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tags1 shared | StrategyMetricsExecution | StrategySystems thinkingDynamics | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |