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| Criterion |  Operations Bottleneck Analysis |  Systems Thinking Leverage Points |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 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 | Medium | High | High | Medium |
Timedifferent | 1-3 h | Half day | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Leverage Map, Action Strategy | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | Systems thinkingChangeStrategy | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement |