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| Criterion |  Innovation Double Diamond |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Wochen bis Monate | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 1-2 h |
Participantsdifferent | 3-12 | 3-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ProcessDivergenceInnovation | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation |