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| Criterion |  Systems Thinking Intervention Mapping |  Growth Pirate Metrics AARRR |  Systems Thinking Leverage Points |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | For products with complex usage paths, overall growth alone is too coarse to reveal bottlenecks. Pirate Metrics breaks the relationship with the product into consecutive stages and shows where the funnel actually leaks. | 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. | 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 | High | Medium | High | High |
Timedifferent | 1-5 Tage | 1-2 h Setup, laufend | Half day | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | AARRR funnel, Metric baseline, Experiment backlog | Leverage Map, Action Strategy | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ChangeSystems thinkingCapability | GrowthMetricsExperiments | Systems thinkingChangeStrategy | StrategyMetricsExecution |