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| Criterion |  Knowledge Modeling Concept Mapping |  Product Strategy Counter Metrics |  Business Strategy VRIO Framework |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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. | 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 | Medium | High |
Timedifferent | 1-2 h | 30-60 min | 90-180 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1-8 | 2-6 | 3-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Counter Metric List, Guardrail Definitions | VRIO Table, Strategic Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | MetricsMeasurementStrategyExperiments | StrategyDiagnosisBusiness modelCapability | StrategyMetricsExecution |