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| Criterion |  Product Discovery Kano Model |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 1-2 Tage | Halber Tag bis mehrere Wochen | 60–90 min |
Participantsdifferent | 10-50 | 4-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | SatisfactionPrioritizationCustomer | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange |
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