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| Criterion |  Product Discovery Kano Model |  Business Strategy Balanced Scorecard |  Operations Ivy Lee Method |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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 | Low | Low |
Timedifferent | 1-2 Tage | Halber Tag bis mehrere Wochen | 5-10 min daily | 30-60 min |
Participantsdifferent | 10-50 | 4-12 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Balanced Scorecard, Strategic Measures, Initiative Map | Daily Priority List, Completion Notes | Counter Metric List, Guardrail Definitions |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyMetricsExecution | PrioritizationProductivityExecution | MetricsMeasurementStrategyExperiments |