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| Criterion |  Product Strategy Impact Mapping |  Operations Getting Things Done |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | 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 | 45-90 min | 1-2 h Setup, laufend | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 3-8 | 1 | 3-8 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution |