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| Criterion |  Knowledge Modeling IBIS |  Product Strategy KPI Tree |  Decision Making Argument Mapping |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 90-180 min initial, dann laufend | 1-3 h | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-8 | 3-8 | 1-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | KPI Tree, Owner List | Argument Map, Evidence Gaps, Decision Rationale | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | RationaleKnowledgeDecision | MetricsStrategyAlignmentMeasurement | SensemakingDecisionRationale | StrategyMetricsExecution |