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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Balanced Scorecard |  Decision Making Decision Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | Halber Tag bis mehrere Wochen | 30-90 min | 30-60 min |
Participantsdifferent | 3-8 | 4-12 | 1-6 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Balanced Scorecard, Strategic Measures, Initiative Map | Decision Tree, Option Map, Assumption List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyMetricsExecution | DecisionTreeOptions | MetricsMeasurementStrategyExperiments |