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| Criterion |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  Growth A/B Testing |  Growth Pirate Metrics AARRR |
|---|---|---|---|---|
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. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 1-4 Wochen | 1-2 h Setup, laufend |
Participantsdifferent | 3-8 | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | Experiment results, Decision log, Learning summary | AARRR funnel, Metric baseline, Experiment backlog |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | ExperimentsGrowthAnalyticsValidation | GrowthMetricsExperiments |