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| Criterion |  Product Strategy KPI Tree |  Facilitation Alignment Mapping |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Medium | High | Low |
Timedifferent | 90-180 min initial, dann laufend | 1-2 h | Halber Tag bis mehrere Wochen | 60–90 min |
Participantsdifferent | 3-8 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange |