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| Criterion |  Decision Making Delphi Method |  Decision Making Pre-Mortem |  Operations Weekly Review |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | High | Low | Low | High |
Timedifferent | 1-4 Wochen | 20–45 min | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 6-30 Experten | Small cross-functional group | 1 | 4-12 |
Formatdifferent | Async | Workshop | Async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Risk list, Mitigation plan, Assumption log | Updated Task System, Weekly Focus, Next Actions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ForecastingExpertsDecisionStrategy | RiskDecisionFailurePlanning | ProductivityExecutionPlanning | StrategyMetricsExecution |