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| Criterion |  Systems Thinking Futures Wheel |  Systems Thinking Leverage Points |  Product Strategy Counter Metrics |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 | Medium | High | Low | Medium |
Timedifferent | 60-120 min | Half day | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Leverage Map, Action Strategy | Counter Metric List, Guardrail Definitions | KPI Tree, Owner List |
Tagsno overlap | ForesightSystems thinkingSignals | Systems thinkingChangeStrategy | MetricsMeasurementStrategyExperiments | MetricsStrategyAlignmentMeasurement |