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| Criterion |  Product Strategy DIBB |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 1-2 h | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | DIBB document, Belief list, Bet list, Learning report | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyDecisionAssumptionsHypothesis | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | AssumptionsRiskDecisionDiscovery |