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| Criterion |  Innovation Design Thinking |  Business Strategy Balanced Scorecard |  Innovation Design Sprint |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | High | High | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | Halber Tag bis mehrere Wochen | 4-5 Tage | 90-180 min initial, dann laufend |
Participantsdifferent | 4-10 | 4-12 | 5-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Balanced Scorecard, Strategic Measures, Initiative Map | Prototype, Test Findings, Decision Rationale | KPI Tree, Owner List |
Tagsno overlap | InnovationPrototypeResearch | StrategyMetricsExecution | Design sprintPrototypeValidationInnovation | MetricsStrategyAlignmentMeasurement |