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| Criterion |  Operations Change Analysis |  Product Strategy Counter Metrics |  Systems Thinking Current Reality Tree |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 45-120 min | 30-60 min | 2-6 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-6 | 2-6 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Counter Metric List, Guardrail Definitions | Current Reality Tree, Core Problems, Intervention Ideas | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | MetricsMeasurementStrategyExperiments | Systems thinkingRoot causeConstraintsCausality | StrategyMetricsExecution |