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| Criterion |  Product Strategy Impact Mapping |  Business Strategy Balanced Scorecard |  Systems Thinking Evaporating Cloud |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-90 min | Halber Tag bis mehrere Wochen | 60-120 min | 2-6 h |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Balanced Scorecard, Strategic Measures, Initiative Map | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | StrategyMetricsExecution | Theory of ConstraintsAssumptionsSystems thinking | ImpactOutcomesSystems thinkingStrategy |