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| Criterion |  Decision Making Decision Tree |  Product Strategy Counter Metrics |  Business Strategy TOWS Matrix |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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 | 30-90 min | 30-60 min | 1-2 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1-6 | 2-6 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Counter Metric List, Guardrail Definitions | TOWS Matrix, Strategic Options, Priority Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | DecisionTreeOptions | MetricsMeasurementStrategyExperiments | StrategyAnalysisOptions | StrategyMetricsExecution |