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| Criterion |  Innovation Double Diamond |  Product Strategy KPI Tree |  Facilitation Power Interest Grid |  Product Strategy SMART Goals |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate | 90-180 min initial, dann laufend | 30-60 min | 15-30 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | KPI Tree, Owner List | Power Interest Grid, Strategy per Stakeholder | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | ProcessDivergenceInnovation | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentPlanning | GoalsPlanningMeasurementAlignment |