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| Criterion |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  Facilitation Power Interest Grid |  Product Strategy SMART Goals |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 30-60 min | 15-30 min |
Participantsdifferent | 3-8 | 4-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | Power Interest Grid, Strategy per Stakeholder | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | StakeholdersFacilitationAlignmentPlanning | GoalsPlanningMeasurementAlignment |