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| Criterion |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  Product Strategy SMART Goals |  Product Strategy OKRs |
|---|---|---|---|---|
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 goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 15-30 min | 1-2 h Setup |
Participantsdifferent | 3-8 | 4-12 | 1-8 | 2-20 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | SMART Goal, Measurement Note, Deadline | OKR set, Measurement plan, Review cadence |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | GoalsPlanningMeasurementAlignment | GoalsAlignmentOutcomesMeasurement |